Chatter Fall-Winter 2015

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Preparing for Cianbro’s Future


Power & Energy: PAGE 4

Black Bear Tissue Machine Project: PAGE 10

Sarah Mildred Long Bridge: PAGE 30

The Environmentally-Friendly Construction Team: PAGE 34

CHAIRMAN’S Message Back in September, I asked Cianbro’s co-founder Ken Cianchette to visit the Sarah Mildred Long Bridge Project because Ken hadn’t been down to see the impressive work that Cianbro is doing there. We also planned to get a picture of Ken in the wheelhouse of the new Cianbro tug that is named for him and take a tour of the site. But first, Senior Project Manager Kaven Philbrook arranged for lunch, and when we arrived for the gathering there were some Cianbro veterans on hand along with a group of young team members. While we were eating lunch, I noticed the collection of youthful and older faces at the table, and I couldn’t help making the comment, “You know what? If you look around, you see Pete Vigue and Ken Cianchette the first generation of the company represented by Ken, the second generation represented by guys like Hank Cook and Kaven, and now the third generation with all the young folks coming up.” That notion really put things in perspective for me. And it made me unbelievably happy. The realization was not just in my thoughts, but it was plainly visible for the eye to see. To have Ken there was special. But then there were the veterans like Kaven Philbrook, Hank Cook and Chet Muckenhirn and other people who have their hands on the project, such as Alan Fisher and his team and a variety of other people, all of whom I consider to be Cianbro’s second generation. Then, to see the next generation, this group of young people – it really resonated with me to see Gen 1, 2 and 3. When we went out on the jobsite, we saw it again. It was the collaboration and interaction of the current senior generation and the young generation demonstrated throughout the project, not only from the perspective of the engineering, the leadership and the management, but also in the way the job was structured and organized. It did not escape my attention that this project, the Sarah Mildred Long project, is a sophisticated and very difficult project, with difficult access, tight tolerances, and complex design. But there it was for all to see: the teamwork, the spirit, from the top of the team all the way down through the entire organization. It communicated to me that this model that we’re using to engage every level of the company is producing admirable success. This collaboration among the generations is far beyond the Sarah Mildred Long jobsite. I’ve had the good fortune to visit many of the company’s projects recently and I’ve had the opportunity to talk with our clients – it doesn’t matter which project – I get glowing reviews from all of them. That’s confirmation of what I’m seeing visually. It tells me that the Cianbro generation that came before me and the younger people that will follow are right in sync, and it is just wonderful to see. Thank you for all you do to make our company successful, working safely and productively, while satisfying our clients.


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5 Off map: Van Wert, Ohio 6 New York

NH 5


PA 5


5 14

4 10 3 7








9 1




Atlantic Ocean

MD PROJECT MAP NUMBER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15


Ocean Engineering Lab.............................. 9 Black Bear Tissue Machine...................... 10 A. Piatt Andrew Bridge............................. 12 Schiller Substation Projects...................... 16 Gamesa Wind Turbine Repairs................. 21 Compressed Natural Gas Project............. 25 Abiomed Heart Pump Facility................... 26 PPL Transmission Line............................. 27 Passadumkeag Mountain Windfarm......... 28 Sarah Mildred Long Bridge....................... 30 WEX Headquarters Renovations.............. 31 North Grand Island Bridge........................ 32 Dominion Millstone Nuclear Plant............. 33 Pipeline Pumping Stations........................ 41 Gut Bridge................................................. 43



Chairman’s Message.........................................2 Safety for Managers..........................................3 Power & Energy Market Explained....................4 Transmission and Distribution Submarket.........6 Substations Submarket.....................................6 Generation Submarket......................................7 Apprenticeship Milestone..................................8 Crane Rodeo Day..............................................8 Letters We Like to Receive................................9 Leadership Initiative Program..........................13 Cianbro Excellence Honored...........................14 CFCC Safety...................................................17 Quality Matters: ISO 9001...............................18 ESOP Strength................................................19 Movember.......................................................19 Line Worker Apprenticeship Program..............20 Cianbro Generations.......................................22 Millennial Perspective......................................24 Cianbro’s Environmental Team......................34 Wellness Changes for 2016..........................35 Management Development Program............36 Equipment Group Retirees............................37 In Memoriam.................................................37 Anniversaries ................................................38 2015 Intern Program.....................................42 Bloomfield HLP Challenge.............................42

Team Member Engagement:

A Safety Message for Cianbro’s Managers Safety n

By Scott Knowlen

What is a team member’s role in ensuring that all of Cianbro’s people go home in better condition than when they arrived at work? Everyone’s part includes watching out for teammates, and speaking up when noticing risks that could lead to physical harm. Be thankful when someone points out a potential risk – whether it is something as simple as a reminder to wear the right type of gloves for hand protection, or something as complex as pointing out a string of potential line-of-fire hazards. All of Cianbro’s team members must care enough to speak up, and they must feel empowered to do so. Managers have even more responsibility resting on their shoulders. They must stay engaged with Cianbro’s teams every day in order to affect behavior and set expectations. Good engagement is a product of caring leadership. With good engagement comes good communication, opportunities for coaching, and a chance to offer positive reinforcement. In the heavy construction industry, where just about every task is safety-sensitive, a hands-on approach is critical. Injuries and close calls in heavy construction are almost always the result of our behaviors, and rarely due to a failure of tools or equipment. Cianbro believes that the only way toward continuous behavioral improvement is to be engaged with the team, day in and day out. Take the time to observe what is going on throughout the day by watching the work flow. Positively recognize those behaviors that contribute to the safety of the team, and always provide coaching after discovering a behavior that increases the risk to team members. Make sure that, at a minimum, crews are meeting all of the policies and procedures that

Cianbro has developed over the years to keep the team safe. If the organization cannot execute the basics properly, the more complicated operations are likely to be mishandled as well. When the daily actions of our managers show a daily commitment to the ongoing safety of the team, our team members cannot help but realize that the organization truly cares for each of them. Therefore, leaders must create a work environment where safety questions are welcomed while feedback and ideas are encouraged. Ensure that the team is fit for duty, mentally and physically, and with the correct skills, training, and certifications. Good managers make sure to ask questions that verify a team member’s grasp of the assigned activities and hold the team accountable for following Cianbro’s policies and procedures. At Cianbro, working safely is a condition of employment. You might

be the most safety conscious leader in the company, but you need the help and engagement of your team. If whomever you are leading does not care about nor embrace the culture you’re trying to uphold…failure is imminent. Remind your teams every day, through your actions, that working safely is the most important thing to you personally, and that you rely on them to watch out for themselves and for each other. It will take each and every one of them working together, toward the same goal, to achieve an injury-free workplace. CEO Pete Vigue often says, “Cianbro’s success is all about our people.” Let’s continue to prove that those words are true by focusing on the health and safety of the company’s people and by sending team members home in better shape than when they arrived, better educated about how to work safely, and better able to protect their own health and the wellbeing of their families.

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Powering Up For Our Customers… Powering Up For Our Future: Latest Strategies in Cianbro’s Power & Energy Market Power & Energy Market n

By Jessica Kandel

Cianbro’s Power & Energy Market team is operating in the midst of major transformations in the United States. An aging infrastructure and ever louder calls by consumers for power reliability have led many utilities to evaluate their programs for achieving system-wide efficiency. Industry observers expect a continuation of capital and maintenance upgrades among power producers and distributers over the next decade, a time when Cianbro’s world-class team is growing to support the industry. Prior to Cianbro’s market restructuring in 2015, which transitioned the corporation from a geographically-based focus to a market-driven approach, the 4

Power & Energy team in Transmission, Substation and Distribution markets were already working together to develop a strategy for growth. The outcome and success they achieved was a model for how Cianbro could expand into other focus markets. In recent months, the P&E team has been further refining its strategies. “We had a team that showed proven success by delivering quality products to a targeted market at a time when investments were only beginning to be made by the utilities,” said Senior Vice President of Operations Earle Cianchette. “Now, with our new market-based structure and with increased focus on Power & Energy, we can plan even further ahead to provide our clients with total system support and construction. Working within the industry and developing various levels of relationships gives us

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the opportunity to build projects that encompass the total life-cycle of power generation, from power plants to substations to delivering power to our homes and communities.” Along with overseeing Cianbro’s company-wide market restructuring in 2015, Earle Cianchette also led the Power & Energy Market through the transition as its acting general manager. “We have been extremely successful in our transition and continue to evaluate and adjust where needed,” he said. “One of our goals during the transition was to put a market leader in place for Power & Energy and to identify a general manager for the Generation submarket, a role which Tom Clarke was leading on an interim basis.” Cianbro welcomed Paul Franceschi, General Manager, to lead the Power & Energy team at the start of the year. At

that time, the company also announced that Bill Birney will be transitioning to the Generation submarket as General Manager. Paul Franceschi has over twenty years of construction experience, starting his career with Cianbro after graduating from college. Throughout his career, he has worked on projects within the Infrastructure, Industrial & Manufacturing and Power & Paul Franceschi Energy markets. The last eight years have focused on the Transmission & Distribution market, leading the team as General Manager. With a strong first-hand understanding of the challenges of the industry, Paul and the Power & Energy team are committed to provide expertise to help Cianbro’s customers with intricate and environmentally-sensitive projects. “Our three submarkets – Generation, Transmission & Distribution, and Substations – are similar in the sense that we

provide a one-stop shop for these powerrelated projects,” said Paul. “Yet each submarket requires its own complex and challenging tasks. Cianbro is the only company unique enough to be able to deliver the diverse quality work, done safely and within schedule.” Cianbro’s ability to offer these services under one roof ensures that the company’s customers receive the highest-level of attention and support throughout the entirety of their project. This edition of the Chatter contains several articles highlighting the work that the Power & Energy team has completed or is currently executing. CIANBRO’S POWER & ENERGY SUBMARKETS: Generation:

The team works with diverse power generating sources such as coal, oil, and hydroelectric. Renewables such as wind, solar and biomass are also part of the team’s range of expertise. Cianbro’s Generation submarket constructs new facilities and completes capital and maintenance work at existing facilities.

Transmission & Distribution:

Cianbro’s ability to self-perform provides opportunities to work with all access, matting, environmental and line construction needs, including new construc-

tion, rebuilds and upgrades. Maintenance for pole, insulator and conductor replacements is also supported by the team. The lower voltage power lines that provide electricity to homes, places of work, and communities are supported by Cianbro’s distribution expertise.


Utilized to transform voltage levels, numerous substations along the Eastern Seaboard have been built, upgraded and maintained by Cianbro’s team. The company is capable of working on all aspects of substation construction involving every component needed in the process, and has performed work on underground, enclosed, and specialtypurpose substation facilities.

“Working within the industry and developing various levels of relationships gives us the opportunity to build projects that encompass the total life-cycle of power generation, from power plants to substations to delivering power to our homes and communities.” – Earle Cianchette


Coal, Oil, and Gas Power

Reservoir Intake

Powerhouse Generator Penstoc


Hydroelectric Dams

Power Lines


Outflow River

CIANBRO’S POWER & ENERGY SUBMARKETS: Generation: The team works with diverse power generating

sources such as coal, oil, and hydroelectric. Renewables such as wind, solar and biomass are also part of the team’s range of expertise. Cianbro’s Generation submarket constructs new facilities and completes capital and maintenance work at existing facilities.


Cianbro’s ability to self-perform provides opportunities to work with all access, matting, environmental and line construction needs, including new construction, rebuilds and upgrades. Maintenance for pole, insulator and conductor replacements is also supported by the team.


Utilized to transform voltage levels, numerous substations along the Eastern Seaboard have been built, upgraded and maintained by Cianbro’s team. The company is capable of working on all aspects of substation construction involving every component needed in the process, and has performed work on underground, enclosed, and specialty-purpose substation facilities.


The lower voltage power lines that provide electricity to homes, places of work, and communities are supported by Cianbro’s distribution expertise.

Graphic illustration by Jean Cousins

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Substations Submarket Transmission & Distribution Submarket Cianbro has over ten years of experience working on Transmission and Distribution projects. Over the years we have grown our team and expanded our footprint. Having our start in the Northeast, we now support customers along the east coast into North Carolina and out west to Ohio. Our team has experience constructing transmission line projects with voltages up to 345 kV and recently completed a 20 mile distribution project in upstate Vermont. Our trained and experienced team self-performs all aspects of the line construction. Depending on the needs of our customers, we have the ability to manage all aspects of the project starting with material procurement and management, right of way clearing, installation of concrete foundations and will often selfperform the installation of access, environmental controls and matting. Working with instructors in our Cianbro Institute, team members are provided the required training to perform their work safely. Starting with Transmission Builder and Operator classes and enrolling in an accredited Line Worker Training Program, our team members are given an opportunity to enhance their skills while working in our training yard. Regardless of the location of our projects, our team members working in the Cianbro Equipment Group provide all the necessary tools and equipment. Whether it is a piece of tracked equipment needed for challenging terrain, or a simple hand tool, our team has the resources needed to meet the requirements. Our project teams are committed to putting plans in place to complete projects safely and meet all quality and environmental requirements while understanding the importance of meeting all scheduled outage and project complete dates. – Paul Franceschi 6

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Leading the Substations team is General Manager Troy Martin. Since beginning his Cianbro career in 1984, Troy has served the company in many capacities and in a variety of markets including Pulp & Paper, Industrial, Civil, Electrical, Power Generation and Substation Construction. For the past ten years, Troy has managed Cianbro’s Substations group with a focus on growing the business and safely completing projects beyond the New England region where the company’s foray into substation construction began. Today, Troy’s team is helping Cianbro’s customers with projects ranging from Troy Martin Maine to the Carolinas. Cianbro has built a reputation for serving our customers with professional and motivated teams who thrive on the most challenging projects. We have always been willing to take on new opportunities, and when we were called upon to help build substations many years ago, we knew our diverse and experienced team was up for the challenge. How exciting and rewarding it is to see our single substation crew grow to staffing levels that have reached above 200 today. As one of Cianbro’s early pioneers of the market-based approach, our team remains committed to support our new and existing customers in all geographic areas. Opportunities in this market are abundant and we are in a strong position for continued growth. Because of the broad skill sets and range of competencies that our team and company possess, we are uniquely positioned as a full-service provider, which also sets us apart from many of our competitors. Our ability to self-perform all aspects of substation construction from the ground up and to share resources across other Cianbro markets helps us get the job done. Cianbro teams have successfully completed well over 200 substation projects in the past ten years for more than 30 valued customers. Our support services have included a variety of work, ranging from the smaller one-or-two-week equipment upgrade projects, to major additions and expansions at existing brownfield sites, to new greenfield substation projects, and to large scale Engineering, Procurement, Construction (EPC) projects where multiple substations are involved. Our teams are experienced with installations on sites ranging up to 500 kilovolts. With a heightened awareness for the security and protection of our nation’s power grid, many of our customers are hardening their substation assets with enhanced security measures including fortified perimeter fences, surveillance cameras, lighting upgrades, and control house security upgrades. Cianbro substation teams have recently completed a number of security projects for several customers including the installation of steel perimeter fences, pre-cast concrete walls, and a host of camera and general security upgrades. We understand how important it is to our customers that we work safely, complete our projects on time and within budget, and deliver a quality product in the end. The secret to our success resides with our people and they are making the difference. Care about your people and they will be the difference. I am very proud of our team and their many accomplishments and am looking forward to many safe and prosperous years ahead. – Troy Martin n

Skelton Hydro Station Upgrade

Generation Submarket Our Power & Energy submarkets of Generation, Substations, and Transmission & Distribution, all play vital roles in the production and delivery of power to our homes and communities. The market expertise Cianbro brings to our clients can be attributed to our world-class team and leadership in each of those markets. General Manager Bill Birney now heads the Generation team, taking over after the mentorship of Tom Clarke who led the team as interim market leader through Cianbro’s 2015 transition to a market-based business model. Bill has 25 years of experiBill Birney ence in the power industry and has served in a variety of leadership roles at Cianbro throughout his career. Bill brings a keen understanding of safety, quality and productivity to every jobsite. You might ask, “What is the Generation piece of Power & Energy?” Simply stated, we build power plants that “excite electrons” so that they can be safely transmitted and distributed throughout North America. Power can be generated through the combustion of fossil fuels such as oil, coal, and gas. It can be generated with bio-fuels and bio-mass, nuclear, hydroelectric, wind, solar, geothermal and by harnessing ocean tides. Cianbro has significant experience in every segment of the power generation market but none more than the hydroelectric industry. We have provided new hydroelectric plant construction and maintenance services for as long as we have been in business. In 2015, Cianbro had significant hydroelectric projects under construction on major Northeast and MidAtlantic waterways including the Androscoggin, Penobscot, Susquehanna and associated tributaries. Those projects ranged from a 13 foot diameter penstock replacement in Berlin, New n

Hampshire to the installation of a new 700 foot crest gate system in Holtwood, Pennsylvania. The Holtwood project involved a close collaboration between our in-house estimating, construction design, equipment and operations support teams. The Holtwood team safely completed the installation of the coffer dam, concrete tremie seal pours, dewatering, dam breast demolition, crest gate installation and concrete restoration. Are we diversified you might ask? You bet we are as we have recently been awarded a multimillion dollar contract for the construction of a Tri-Generation Facility that will provide electrical power, steam and chilled water to the largest Medical Center Campus in central Massachusetts. This negotiated project was awarded based on the overall strength of our combined engineering and construction teams. In October, we completed a contract for the Millstone Station Unit 2 R23 Flow Accelerated Corrosion Pipe Replacement Project in Waterford, Connecticut. The work entailed the selective removal and replacement of piping and components on the secondary side of Unit #2. The piping to be replaced included degraded portions of various piping systems and replacement with 2.25% Chrome Moly and/or Carbon Steel material. Piping components were replaced during the Unit 2 refueling outage (see page 33). We have continuing generation maintenance and small Capex projects for clients that we served over multiple years, and we pride ourselves on our ability to respond to changing and emergency conditions with dexterity and velocity. The Cianbro Power & Energy Generation team is focused on serving our existing clients with best-in-class service, expanding the services that we provide, and identifying future clients that value the Cianbro difference. – Bill Birney and Tom Clarke C I A N B R O F A L L / W I N T E R C H AT T E R


Power & Energy Market and the Cianbro Institute Celebrate a Milestone Cianbro Institute n

By Bruce Chesley

Cianbro’s Power & Energy Market and the Cianbro Institute’s power line worker apprenticeship training team are celebrating three team members topping out to journey level. These three team members – Warren Gosselin, Justin Murray, and Tom Dodge – have a lot to be proud of. They are the first of Cianbro’s apprentices to start at Level One and progress over a four year period to reach journey level. The Institute has led other team members to journey level having had prior experience elsewhere; but these three team members are the first to have started from the beginning at the Institute to progress through the four levels of power line worker apprenticeship. “The institute is extremely proud of these team members’ accomplishments,” said Lead Power Line Worker Apprenticeship Trainer Bruce Chesley. “This milestone represents Cianbro’s commitment to first choosing those team members who are truly committed to this field of training, then putting the

L to R: Justin Murray, Warren Gosselin, Tom Dodge

company’s full resources toward providing the best training to develop them. I am proud to be a part of the process.” The three team members are the first of many power line worker apprentices that will journey out over the next many years. Cianbro continues to hire journey line workers outside the company; however this has proven to be challenging for many reasons. By selecting existing team members and recruiting from technical schools, and then developing the trainees as apprentices through the National Center for Construction Education and Research (NCCER) curriculum, hands-on training in Cianbro’s training center, and on the job training, the company is developing line workers who are among the very best in their fields. “Becoming a journey line worker

Crane Rodeo Day n

By Dave Doherty

October 10th, 2015 marked the first annual Crane Operators Rodeo at the Pittsfield Crane Training Center. Trainers Roy Bolton and David Doherty wanted to meet possible candidates and, in return, give the candidates a chance to visit


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is the accomplishment I set for myself since the start of the apprenticeship program,” said new Journey Line Worker Justin Murray. “Completing this milestone is the beginning of another step in my career. I am grateful for the opportunity and responsibility to help other apprentices reach their goal of becoming a journey line worker as well.” New journey line worker Warren Gosselin had this to say of his accomplishments: “The journey from builders training class to completing my journey line workers exam has been exhilarating. In the past four years, I have physically, emotionally and mentally given everything I have towards my line worker apprenticeship training. Throughout the four years, I have met some truly inspirational people like Bruce Chesley, Jon Sacks and friend and mentor Terry Malloy. I would also like to thank my wife Crystal who has supported my efforts along the way. I look forward to learning and constructing the industry’s ever changing and expanding transmission and distribution systems.” Please join the Institute in congratulating these team members for their accomplishment, dedication, and commitment to being the very best.

the Peltoma Pit Training Facility and operate a crane. Current Cianbro operators had the chance to try a type of crane they might not be familiar with. Operators Jason Harris, Gerry Batchelder, Bruce Beane, Michael Wyatt, Brett Huber, Gene Bates, Erik Clark, and Jeff Robinson all had the opportunity

to put three types of Cianbro cranes through a lot of different practical exercises. It was amazing to see the level of commitment the team members had for the Crane Rodeo Day as some of them traveled more than a hundred miles to attend the event on their day off. The enthusiasm was obvious as they swung the cranes through different obstacles and exercises. The day ended with Roy cooking his famous chicken wings on the grill. As trainers, we were very pleased with the turn out, talent, and interest in our program. We would also like to give a special thanks to Bob Meckley and Brad Vanadestine for giving hands-on help and tips to the group. This event exceeded our expectations and we look forward to doing it again!

The University of Maine: Alfond W2 Ocean Engineering Lab Building Market n

By Haley Hunt Griffin

The completion of the one-of-akind Wind/Wave facility, located at the University of Maine at Orono, was celebrated with the lab’s debut on November 23rd, 2015. At the Opening and Dedication ceremony, the building was christened in honor of Maine philanthropist Harold Alfond for his generous contribution to the facility’s construction, and is now known as the “Alfond W2 Ocean Engineering Lab.” To help dedicate the building, honorable guests and speakers at the event included U.S. Senators Susan Collins and Angus King, Representative Bruce Poliquin, and Cianbro CEO & Chairman Peter Vigue. Additional team members in attendance to represent Cianbro included Project Manager Bruce Cummings, Field Superintendent Brett Dyer, and Estimating Manager Tom Figura. The key aspect that makes the Ocean Engineering laboratory unique is its equipment and its ability to simulate some of the ocean’s roughest seas at 1/50th scale. Equipped with a 15 ton

bridge crane installed by Cianbro; a 32-fan, high-performance, rotating wind machine; a 16-paddle wave-maker; and a multidirectional wave basin which measures approximately 100 feet by 30 feet; this world-class facility can mimic 100 foot tall waves and winds of 200 miles per hour. What do these capabilities mean for UMaine students and interested companies? The technology will allow students to take part in hands-on training, and companies to perform independent research to develop and improve marine and energy products. In marine infrastructure, boat and ship hull designs can be tested for strength, and improved, in order to survive rough seas. In the area of efficiency, vessel designs can be improved to meet the industry’s increasing environmental standards. For offshore wind, wave, and tidal energy, ocean energy devices such as wind turbines and petroleum structures can be tested to improve their strength and efficiency. Additionally, at the time that the Ocean Engineering Lab was built, Cianbro constructed a robotics lab called the “Alfond Advanced Manufacturing Laboratory for Structural Thermoplastics.” This manufacturing

lab is adjacent to the ocean engineering lab and is dedicated to addressing and improving technical challenges currently faced in the industry. Such challenges and improvements include realizing and reducing cycle time and cost, and transforming manufacturing methods. To complete the goals, some of the equipment found in the manufacturing lab will be a Fiberforge automated tape placement machine, a Techni-Modul fast reaction press, and an ultrasonic welding manufacturing cell. The Alfond Advanced Manufacturing Laboratory for Structural Thermoplastics and the Alfond W2 Ocean Engineering Lab at the University of Maine not only provide the state with a competitive edge in the marine and sustainable energy markets, they also help Maine’s economy by attracting other firms to experience “The Way Life Should Be.” 4 6,480 Project Safe Hours

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Black Bear Tissue Machine Project Industrial & Manufacturing n

By Jared Cox

Cianbro has been serving as the General Contractor on the Black Bear Tissue Machine Project in Woodland, Maine since mid-2015. The project entails the installation of two new Andritz tissue machines for St. Croix Tissue (SCT) at their Woodland mill. The first tissue machine (TM01) is approximately 95 percent complete and will be turned over to SCT for testing in February of 2016. The sole plates and frame work for the second tissue machine (TM02) are being installed. The second 140 ton Yankee Dryer Drum was set in mid-January. TM02 and a new Winder System will be completed in the spring. The project started off with 400,000 work hours to complete. To date, the team has worked approximately 202,000 hours. Cianbro has shifted gears and is operating at full capacity during the winter months. Since last summer, SCT has added a 30,000 square foot Finishing and Shipping building to Cianbro’s scope of work. The structure is now complete and the team is working diligently on install10

ing the Roll Handling System, including two Auto Cranes, two Roll Elevators, a new Winder System and multiple automated conveyors that will be used to move the rolls of tissue paper to loading docks where they will be shipped across the country. SCT is very pleased with the team’s urgent and persistent work to enclose the building before the extreme winter weather arrived. Cianbro is tasked with installing the required systems included in the 47,000 square foot tissue machine building, as well as the various balance of plant items. Upholding the tradition of leaving a satisfied client, the team has installed approximately 57,000 linear feet of piping, 100,000 feet of conduit, 15,000 feet of cable tray and 500,000 feet of cable. Performing this massive amount of work while holding a high safety standard has impressed both SCT and the investor group funding the project. The investors have praised Cianbro on multiple occasions; several site visits have left them confident they chose the best contractor for the job. The Finishing and Shipping building isn’t the only thing Cianbro’s Black Bear team has taken on. There are also many new faces around the jobsite. Since July

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of 2015, there have been more than 200 additional personnel working onsite. Cianbro is currently represented by an average of 250 team members, while also managing another 50 to 75 subcontractor personnel. In total, there are about 420 people working on the project. Many of these team members are new to Cianbro altogether. Project Manager Jim Richards recognized the unique crew by commenting, “I am proud of the team we have assembled here; we have a great blend of experienced and new team members excited to learn and grow with the company.” Cianbro is tasked with combining existing piping and electrical systems with the newly installed tissue machine systems. As these are some of the first new tissue machines constructed in Maine in the last 30 years, this project has provided opportunity to implement various techniques that are seldom used. This gave new team members a chance to expand their skills and learn more about their respective trades. A small sample of the work performed includes 21,000 feet of pipe, consisting of Natural Gas, Steam up to 850 psi, Instrument Air, Stock Water and other miscellaneous piping support systems.

The team is proud to announce that all welds subject to radiography have had a perfect 100-percent acceptance rate. At the end of the project, Cianbro will have added a sizeable amount of young, well trained team members who are eager to carry out the same level of excellence as those before them. Some of Cianbro’s team has been pulled from the retirement ranks. The company has welcomed back a former retiree, Vaughn Sinclair, who has been instrumental installing the Roll Handling System. He has worked with multiple vendor reps, coordinated deliveries of material with Glen Dickenson and crew from the team’s off site warehouse, and kept on schedule working through some challenging situations. Staying ahead of such an accomplished crew is no easy task. The arrival of many extra hands to help coordinate allowed the team to reach their full potential. These extra hands include: Scott Clements (subcontract coordinator), Tim Stauder (tracking changes), Leali Andrew (check out coordinator), Gary Allan (pipe engineer), Colin Christiansen and Darren Fior (electrical engineers), Terry Hayes and Butch Rackliff (piping), Dave Watson (overseeing the bale pulper area), Bob Seegmiller (night crew), Mike Lilley and Perry Downs (safety), Suzelle Allain (staffing), Joy Schobel and Melissa Corbett (administration), Jane Mason (document control), Manley Lyons (tool crib management), Eric Shockley (tracking quantities), and CJ Harney (cost reports). The safety team at Black Bear Tissue has been busy keeping up with the needs of the project. The team consists of Perry Downs, Mike Lilley, Patti Dickinson and Bob Seegmiller on

nights. With the support of the site managers, supervisors and all team members, it is clear that safety is the Number One priority each and every day as the team moves forward to the finish. Keeping Project Black Bear running smoothly has been a collaborative effort involving Cianbro, Bancroft, Spirit, Border Electric, Roof Systems of Maine, Johnston & Jordan, Demo Salvage, NS Giles, NIS/NES/NSS, Carmel Electric, and Copia. Working with contractors offering a high level of talent and commit-

ment to safety has allowed the project to prevail through any and all challenges. “As darkness descends upon Black Bear Tissue, the night shift arrives ready to continue the efforts of the day crew. The team, led by veteran General Foreman Willie McLeod, consists of an electrical crew supervised by Roland Clark and pipe crew lead by Alan Chessen. Although it might be quite unnatural to work nights and sleep days, the crew is cheerful and anxious to complete their tasks safely. A shift meeting and stretches get the crews going at 5:30 p.m., and as the clock strikes midnight it signals dinner time with an opportunity to fuel up and prepare for the homestretch to 5:30 a.m. The crew

Larry McAlpine leaders and craftspeople put forth their ingenuity and resourcefulness to overcome any obstacle that would prevent them from meeting the shift objectives. The disciplines work together supporting each other and enjoying the work through determination and comradery. There might be some occasional good natured kidding, but it is all in fun – the sun might be low, but spirits are high. To work the night shift requires personal motivation and discipline and there is plenty of that to go around with this crew. The chatter over the radio is all business as Willie, Roland and Alan plan and execute the work. Throughout the night, the harmony of humming welding machines, flapper wheels on stainless, and the coordinated effort of the electrical crew pulling wire breaks the silence of what would otherwise be a quiet place. Just before daybreak the crews clear their work areas and head to the brass shack as the day shift arrives to continue the effort towards completion of another Cianbro project.” – Bob Seegmiller

The increase in onsite personnel has led to multiple trades working in

close proximity to each other, creating a challenging work environment. The team has worked tirelessly to ensure that safety is the top priority, a message that is echoed every day by the Management Team and exemplified by all team members. Addressing this challenge the Management Team has successfully used a high level of planning and coordination along with the cumulative centuries of experience that the dedicated team in the field has to offer. Dave Leavitt, assisting Jim Richards and the rest of the team, said, “Our entire group is focused on safety, quality and productivity. And when you have over 400 people pulling in the same direction, the results are impressive.” SCT has recognized the team’s continued commitment to safety as evidenced by the use of Cianbro’s CAPP card system (Cianbro Accident Prevention Program). St. Croix’s management is participating in the program with the possibility of implementing CAPP within their own future efforts. Cianbro has installed approximately 60 percent of the total equipment, 45 percent of the piping, and 35 percent of the electrical work. By increasing personnel and including night and weekend shifts on top of the day shift, the team expects to increase productivity. SCT has taken notice of Cianbro’s willingness to go the extra mile to protect the desired start-up dates of the tissue machines. This dedication has provided a platform for a great relationship and the potential for future work. The Black Bear Tissue Machine project is one of the few major investments in Maine’s paper industry in recent years. This project has brought hope to a community that has seen firsthand the effects of the declining industry. The work is opening doors to a new market for SCT that looks very promising. Cianbro’s role in this project has led to many great opportunities within the company, as well as future employment for SCT employees who will operate the machines. St. Croix is also weighing the possibility of several additional tissue machines in the future. Cianbro’s team is motivated by the opportunity to earn additional work through the core values of safety, quality, and productivity.

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The completed bridge

Wrapping Up Gloucester’s A. Piatt Andrew Bridge Project Infrastructure Market n

By Nate Frazier

During the project planning phase in the late months of 2014, the Gloucester Bridge Rehabilitation project team set a goal to finish the steel bracing replacement for the A. Piatt Andrew Bridge by the end of 2015. Although the contract end date is not until April of 2016, the team recognized the value of completing the bracing replacement activities during 2015 for a variety of factors. If Cianbro did not finish the work before the dead of winter, there was a risk of large snow accumulation, which could cause the team to demobilize the shielding for the winter, and remobilize in the spring. This situation would have created difficulties in completing the project on schedule. Another poor alternative would have been to spend many hours of snow removal on the shielding to avoid overloading. Completing the work in a shorter timeframe also had the advantage of giving the project team the opportunity to save on the cost of equipment, tools, and overhead. Due to the dedication and diligence of the crew led by Foremen Mike Zemla, Ben Jasud, and Keith Ryder, the team was able to reach 12

the early completion goal by installing the final pieces of HSS bracing during the week after Thanksgiving. Replacing over 100 tons of structural steel bracing was arguably the most difficult challenge faced by the team. In order to keep the bridge under live load, a strict replacement sequence had to be followed. The replacement sequence, coupled with the vast deterioration of the existing steel, caused a need for large amounts of hand rigging to be installed and continuously relocated to install and remove all pieces. While bracing replacement took place, the bridge deck was milled and grooved by subcontractor Wagman Construction. Following the milling and grooving, a crew led by Foreman Brent Walker replaced about 1,000 feet of deflection joints. Finally, Mike Zemla and crew replaced all of the existing finger joints to complete the bridge deck work. Together these aspects of the work gave the city of Gloucester, Massachusetts a much better riding surface for the bridge, which is their most commonly used means to enter and exit the city. A unique aspect of the project was the task of conserving four 400 pound bronze doors that were originally installed when the bridge was completed in the 1950s. Subcontractor Skylight

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Studios conserved all four bronze doors; two of which were installed in the Cape Ann Museum for the majority of the year before being reinstalled on the bridge. With the completion of the remaining contract punchlist items, the extra work for concrete and steel repairs, and the removal of the shielding platform under the bridge by subcontractor Southern Road and Bridge, the project was successfully completed at the beginning of 2016. Special thanks go out to all those who supported the project companywide to make this a safe and successful project. Project Team: Joe Buckley, Jacob Burke, Eric Clark, Jon Correia, Deb Croteau, Kathie Deschene, Cody Dolan, Brian Donaghey, Adam Eastman, Nate Frazier, Krista Gartland, Dave Gokey, Cam Harlow, Ben Jasud, Matt Jay, Dan Keating, BB King, Rod MacKay, Terry Martin, Shanna Merrill, Mark Nelson, Darren Pelletier, Riley Pelletier, Steve Perrault, Brad Phillips, Chris Queen, Doug Ranks, Charles Riley, DJ Robinson, Justin Rutledge, Keith Ryder, Brayden Sheive, Stephanie Smith, Pat Sughrue, Matt Sullivan, Carmen Tabone, Domingos Tavares, Wade Teryek, Brent Walker, Drew White, Paul Williams, Jared Wood, and Mike Zemla

4 5,524 Project Safe Hours

Visions Made Real: Cianbro’s Leadership Initiative Program

Dr. George Manning in full teaching mode

Cianbro Institute n

By Jim Theriault

There has been (and will continue to be) a particularly consistent theme for the team members who take part in the Cianbro Leadership Initiative (CLI) Program: these emerging leaders are directed to create an idea that enhances some aspect of the Cianbro community. Participants of the program do this by developing a vision; sharing this vision with a selected team and, most importantly, leading a group to ensure that the dream is made real. In 2015, seventeen team members (12 Cianbro; 5 Starcon) began walking this path in early June. They completed their “vision journey” via the presentation of stretch projects in mid-September. Each person had fourteen weeks to garner the necessary resources and lead a selected group to fulfill the vision they created at the opening session. Emerging leaders from Cianbro/Starcon who completed the program this year were: From Cianbro: Eamonn McGeadyGeneral Manager of Infrastructure; Allison McDonough-Human Resources Staffer; Jessica Kandel-Business Development; Clay Maker-Project Engineer; Chris Varnell-Project Engineer; Charles Rackley-Project Superintendent; Chih Chen-Project Engineer; Rob NickersonProject Engineer; Sarah MalikowskiProject Estimator; Aaron DowningProject Engineer; Adam Eastman-Field Superintendent and Harold SherwoodFacilities Engineer. From Starcon: B.J. Gaul-Regional

Alan Burton

HSE Manager; Ryne Elfstrom-Business Development Analyst; Chad GearheartNE Regional Quality Manager; Jason Smaistrala-Superintendent and Jack Petty-Project Manager. At the closing session, each participant did exceptionally well in presenting their plans for making their visions real. Notable amongst these was Charles Rackley’s presentation of “Spotter Education in Substations,” highlighting and addressing the unique aspects of spotter responsibilities within a very unique and dangerous work environment. For his efforts, Charles’s work was selected as Best CLI Project for 2015. He not only was able to present this educational program to Cianbro team members, but he received a request from Cianbro’s client, Dominion Power, to share this knowledge and unique approach with all Dominion subcontractors working on the wall projects in Virginia. Aside from the primary purpose of the program, visions were also notable for three other reasons. First, 2015 marked the resumption of

merging future leaders of Cianbro and Starcon into the same class. As experienced in the years prior to 2014, combining Cianbro and Starcon participants provided a special opportunity for these team members to learn and understand the special and unique aspects of each other’s operations. Second, a key recurring vision made real is the exceptional leadership of Dr. George Manning who serves as the primary educator and presenter of the program. George’s well organized text, The Art of Leadership, Fifth Edition, continues to be the focal point of the CLI effort, ensuring a melding of traditional and current thought. George plans to take another step into the future in 2016-2017 after being requested by McGraw-Hill Education to complete a sixth edition of this exceptional piece of work. Finally, December 2015 marked the retirement of the long tenured Dean of the Program, Alan Burton. Alan’s dedication, skill, and passion regarding the topic of leadership, generally, and support of Cianbro’s Leadership Program, specifically, have been nothing short of outstanding. The concepts of wise, compassionate, and visionary leadership within Cianbro will have Alan’s indelible fingerprints on leaders past, present and future for years to come. As always, the Cianbro Institute is honored and pleased to be the focal point of this extraordinary program. It is with great anticipation that the Institute staff looks forward to many more visions becoming real in 2016 and beyond.

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Front Row L to R: Tom Leonard, John Eckenroth, Jessica Kandel, Sharon Ebbs, Sue Gelenter, Charlotte LeMar, Lyn Nordgren, Krista Gartland, Steve Dube, Marc Caldwell, Deb Croteau Back Row L to R: Nate Frazier, Adam Eastman, Bruce Brown, David Katende, Spencer Sieferth, Mark Nordgren, Julie Carmody, Johanna Cohen, Pat Sughrue

Engineering News-Record and Associated Builders and Contractors Honor Cianbro Excellence n

Julie Carmody

This past November, Cianbro Corporation was the proud recipient of multiple awards. On November 6th, Cianbro’s Oil, Gas & Chemical team was presented with an Engineering News-Record (ENR) Mid-Atlantic “Best Project” Award for the successful execution of the White Compressor Station. Located in Northeast Pennsylvania, the most prolific area of the Marcellus Shale play, White Compressor Station was entered into the ENR 2015 Best Projects competition under the “Energy/Industrial” category. An independent judging panel named 34 projects in 17 categories located within the Mid-Atlantic Region, which includes Delaware, Maryland, Pennsylvania, Virginia, West Virginia, and the District of Columbia. Seventeen projects were awarded the high honor of “Best Project” in their respective categories, including White Compressor Station, which qualifies it to advance to the national competition where it will be considered for a “Best of the Best” national award. Later in November, the 14

White Compressor Station Project was honored for a second and third time when it was presented with both an Excellence in Construction (EIC) Merit and Safety Award by the Massachusetts Chapter of the Associated Builders and Contractors (ABC). The Massachusetts Chapter of ABC hosted its 23rd Annual Excellence in Construction (EIC) Awards Ceremony on November 18th to celebrate the “best of the best” in merit shop construction. The event honored members of the Massachusetts Chapter of ABC who performed outstanding work on construction projects completed between September 1, 2012 and August 1, 2015. This year, Cianbro entered two projects into the competition and both received awards. The Bates Bridge Replacement Project was nominated under the “Infrastructure/Heavy; All Contracts Amounts” category and received the Eagle Award (highest honor given to only one project per category). The White Compressor Station project was nominated under the “Commercial/Institutional/Industrial; Over $5 million”

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category and was the recipient of both a Merit and Safety Award. Projects entered into the ABC Mass EIC Awards competition are judged by a cross section of construction industry experts, including owners, architects, engineers, and other industry leaders based on very specific criteria outlined in the entry form. Contractors must not only demonstrate exceptional quality in construction and exemplary references from the project owner, but also an excellent safety performance. The competition is open to both General Contractors and Subcontractors and there is no geographic limitation on the location of any project. As a result of winning ABC Mass EIC Awards, the Bates Bridge Replacement Project and White Compressor Station Project, along with the Central Delivery Point Compressor Stations and Dehydration Facility Project (winner of a 2014 ABC CT EIC Award) were eligible and recently entered into the ABC National Excellence in Construction Awards competition. National winners will be honored in March 2016.

PROJECT SHOWCASE Bates Bridge Replacement

The Massachusetts Department of Transportation selected Cianbro Corporation to replace the nearly century old, single leaf bascule Bates Bridge located over the Merrimack River connecting the towns of Haverhill and Groveland, Massachusetts. The four and a half year, 47.5 million dollar infrastructure project began in February 2010 and included construction of a new 775 foot movable span bridge, reinforced concrete piers, a structural steel superstructure, a movable bascule lift section, concrete abutments, retaining walls, and installation of drilled shaft foundations. This project also included construction of new fixed span approach structures, reconstruction of the approach roadways, and reconfiguration of two intersections. Cianbro self-performed more than 75-percent of the project and managed 19 subcontractors. A daily crew of approximately 30 team members, who performed 275,157 total work hours, experienced zero losttime injuries.

“On behalf of the entire Cianbro Infrastructure Group, we are very proud of our Team Members who dedicated themselves to making these awards possible. With great devotion to Safety, Quality, and a Client-focused approach, they prove time and again the value of teamwork and the “can do” attitude for which Cianbro is so well known. Well Done all around!” – Eamonn McGeady, General Manager Infrastructure “Our Cianbro family’s world class performance was formally recognized with the presentation of these high level acknowledgements. I am sincerely proud of all the men and women who have been and continue to be committed to the safety and health of each other, the level of innovative planning and execution, and collaboration with our business partners and owner which ultimately resulted is the successful completion of the Bates Bridge Project.” – Patrick M. Sughrue, Assistant General Manager Infrastructure

PROJECT SHOWCASE White Compressor Station

In February of 2014, Cianbro was contracted by Williams Field Services, LLC, a subsidiary of Williams Companies, one of the largest gas producers in the United States, to construct a five-unit greenfield compression and dehydration station with support equipment and fully automated building infrastructure along their Springville Gathering System Pipeline in Northeast Pennsylvania. The scope of work for this natural gas project entailed installation of approximately 700 feet of 24-inch outside diameter station interconnect pipeline, including piping modifications to an existing dehydration station inlet to allow for tie-in and isolation. The project also included building construction erection, setting 51 major mechanical skids, and installation of the electrical, instrumentation, and control systems throughout the

site. The project team overcame several unpredictable challenges and successfully constructed the White Compressor Station under an aggressive six-month schedule. An average daily crew of approximately 140 team members (including subcontractors), performed approximately 108,919 total work hours, and experienced zero lost-time injuries. “These awards recognize the team’s achievement and signifies our abilities to be successful in a very competitive and extremely demanding market. I am

very proud of the entire team who contributed to this project; it is their hard work and dedication that made the White Compressor Station project such a success and an obvious choice for nomination into these competitions.” – Bruce Brown, General Manager of Oil, Gas & Chemical Thank you to the Massachusetts Department of Transportation and Williams Field Services, LLC for allowing Cianbro to be part of these exceptional projects.

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Eversource Seacoast Solution Program:

Schiller Substation Projects Power & Energy Market n

By Cam Rand and Dan Pellerin

As part of Eversource’s (formerly Public Service of New Hampshire) Seacoast Solution Program, Cianbro has performed two major projects at the 115 kV Schiller substation located in Portsmouth, New Hampshire. In February of 2014, Cianbro was awarded the first of two projects, Schiller Substation Obsolete Component Replacement. Cianbro crews began this project with the installation of two additional capacitance coupled voltage transformer (CCVT) foundations, along with a substantial amount of prep work and planning for the three week outage to complete the replacement of 4,500 linear feet of existing strain bus and flex taps, three 115 kV manually operated disconnect switches, 228 post and strain insulators, and approximately 900 linear feet of rigid tubular bus ties. The three week outage posed several challenges for the project team including a congested work site, working around energized 115 kV line sections and bypass circuits, and efficiently removing structural steel bolts and hardware that had been coated with galvanizing paint and rust. The team began the outage with the removal of the existing components. The strategy was to utilize two crews to begin removals in each of the six bays. Once equipment was removed from the first two bays, one crew began installation of the new equipment as the other crew continued demolition efforts. The demo process took the team slightly longer than expected due to the condition and coatings of the existing hardware. With the support of Cianbro’s Transmission Line Group, the team started a third crew installing 4,500 linear feet of strain bus and flex taps as the substation mechanical crew completed the installation of the new insulators, rigid bus, and equipment. Crews maintained communication throughout the outage with leaders Leigh Ross and Paul Osborne. The Cianbro team was able to complete construction and recommission the yard three days before the scheduled re-energization date. This was due to the focus, vigilance, and flexibility of the team. Both Eversource Transmission and Generation were pleased with the project’s success. The project undoubtedly helped to provide Cianbro another opportunity the following year with the expansion of the existing yard. In January of 2015, Cianbro was awarded the Schiller Capacitor Bank and Series Breaker Addition. The project 16

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included two significant upgrades to the existing yard. Due to the critical nature of the Schiller Substation, a 115 kV Series Bus Tie Circuit Breaker was installed for redundant system protection and potential increase of future loads. The second portion of the project included the installation of six new 115 kV GE Capacitor Banks and associated 115 kV equipment. The Capacitor Banks will supplement the grid during heavy load periods, help Eversource regulate power, and increase the efficiency of the grid. Both portions of this project were key to increasing the reliability of the Southern and Coastal New Hampshire Electrical System. Cianbro began work in early April 2015 with the civil construction in the existing 115 kV Schiller Substation Yard. Due to the increase in yard equipment, a new pre-fabricated control house expansion was needed to house all of the new relaying, communication, and power panels. Civil General Foreman Chris Brann led the charge on the civil construction. The first milestone achieved on schedule was the completion of the new control house foundations and setting of the new Trachte control house. There were concerns from the owner regarding the floor elevation of the new control house matching with the existing control house due to limited design dimensions from the manufacturer at the time the foundations were designed. Cianbro’s Design Specialist Ryan Lockhart helped to alleviate the concerns with the elevations as the foundations proved to be perfect for the control house transition. The team continued with the tedious but necessary hand digging and excavating for the remaining breaker foundation, cable trench, conduits, and 115 kV concrete encased duct banks and risers. The team reacted to previously unidentified obstacles encountered below-grade that conflicted with the current design. As work progressed in the upper yard expansion, the team realized that the soil on site was not suitable for structural backfill around the foundations, and that the material required sampling by the owner. It was deemed contaminated due to an elevated amount of arsenic, preventing Eversource from hauling the soils immediately to a local pit. In order to keep the project moving forward, the team continued the civil construction on half of the new expansion while stockpiling overburden on the other half. Once sampling was complete for the volume of gravel being exported, Eversource began removal of the soil. This al-

Cianbro Fabrication and Coating Corporation Safety n

lowed Cianbro crews and earthwork subcontractor Shumway Construction to continue with the remaining civil construction. In order to maintain the project schedule and associated outages, the project team, staffing team, and other Cianbro projects provided added resources that got Eversource’s project back on track as team members raced toward the finish line. As the civil crew maintained their focus through the completion of the below grade construction, the mechanical/ electrical crews driven by Jeff Gillespie and Steve Montgomery were right on the heels of the civil team with steel erection, GE capacitor bank assemblies, 115 kV circuit breaker installations, and 115 kV circuit switcher installations. The yard access was constantly shrinking due to the new equipment and steel installation, which demanded the team’s commitment to additional planning, coordination/communication, and effective equipment spotting. While the crews were steadily working in the upper yard, another battle was progressing in the control house with the cable pulling, megger testing, and terminating. Donald Bradford, a recent re-hire to Cianbro, provided the leadership and coordination needed amongst the Cianbro team and Commissioning Engineer within the control house. Bill Ring led the crews on the field end of the cables. Our electrical crew, along with support from other project electricians, was able to pull approximately 75,773 liner feet of power and control cable and megger tested/terminated 6,000 cable conductors within a six-week duration. Cianbro was once again able to achieve success beyond our commitments and completed the critical protection and control (P&C) portion of the project so that the commissioning group would have time to complete their testing prior to energization. The new BT10S 115 kV circuit breaker and six new 115 kV capacitor banks were put into service on November 10th, 2015. Both Project Teams, led by Superintendent Lenny Jackson, displayed the resilience, comradery and dedication to safety that was needed and expected. Each project had its own level of complexity and challenges along the way, but the team’s collective efforts reflected Cianbro’s commitment to our culture and client. Many thanks to all who helped on these projects. 4 25,489 Project Safe Hours

By Kris Chipman

Cianbro Fabrication & Coating Corporation (CFCC) works continually to find ways to complete projects more safely, more productively and at a higher level of quality. In an effort to elevate these goals, the CFCC team has made a few changes designed to help standardize efforts from one shop to another, and to learn lessons from one another so that pitfalls aren’t repeated. Starting in the fourth quarter of 2015 and moving forward, Pittsfield Fabrication Shop Superintendent Jurgen Bell will oversee all safety concerns and projects for Jurgen Bell all three CFCC locations. Jurgen, along with the assistance of the three CFCC safety professionals – Kris Chipman, Patricia Stagno, and Nick Rossi – will work collectively to attain marked improvement in 2016. Some of the tools and ideas currently in progress are a new and improved safety calendar, a new foreman/ team member led stretch topic calendar, lesson’s learned summary pages, a renewed approach to our Cianbro Accident Prevention Program (CAPP) process, scheduled weekly conference calls with a safety focus, and more. These items are designed to get the team members involved and discussing items that have real relevance to the risks they are exposed to everyday in the fabrication and coating environment. The stretch topic calendar and the lesson’s learned summaries will help team members to remember the lessons that have already been learned, and will set a scheduled time frame to discuss the lessons continually. This approach should combat complacency, and will spark conversations that will help the management team to identify other hazards in CFCC’s environment and processes. The new approach and review of CAPP observations will assist the team in a renewed effort to identify and implement action plans based on the findings that team members address in their observations. The weekly safety call facilitates a forum for all three shops to share successes and challenges and to collaborate on solutions and new ideas. All these things will continue to build and grow the CFCC team on the safety front. Jurgen Bell has been with Cianbro for 26 years and is a true supporter of the company’s core value of safety first. “It takes all of us coming up with new ideas, watching out for each other and living safety 24/7,” said Jurgen. “It’s great to work for a company that cares and supports all team members and their families like Cianbro does. I wouldn’t want it any other way.” C I A N B R O F A L L / W I N T E R C H AT T E R


Project activity planning session

Quality Matters: ISO 9001 QAQC n

By Charles Hall

Cianbro Corporation implements a Quality Assurance System based on ISO-9001, which is a quality management systems standard first published in 1987 and which has since gained adoption around the globe. The purpose of any Quality System is to identify and reduce errors on projects or within a company’s processes. The ultimate objective of implementing a Quality System is to improve performance continuously. Whether continuous improvement is contemplated specifically or not, all Cianbro team members work toward improving performance regularly. Daily Activity Plans, CAPP cards, morning stretches/meetings, weekly meetings, etc., are all forums and media utilized to improve performance in some fashion or another. ISO-9001 helps companies to develop and institute effective processes that result in a robust, never-ending cycle of: Planning, Doing, Checking and Acting. The “Plan/Do/Check” activities are pretty straight-forward. What does “Act” mean? The “Act” element of the cycle includes any actions needed to address discoveries (revealed during the “Check” portion of the cycle) that may result in adverse performance. “Acting” is really “Improving.” When the “Plan/Do/Check/Act” cycle is implemented correctly, “Improving” never stops. Just as ISO-9001 helps companies to improve continuously, the International Organization for Standardization (ISO) also seeks to improve continuously. In November of 2015, a revised ISO-9001 was released. The standard was revised to improve its content, usability and relevance with current trends (and other Quality Systems). Some of those changes, and how they affect Cianbro, are described below. The most significant change in the new ISO-9001 is an enhanced requirement for Cianbro’s Management Team to demonstrate leadership and commitment with respect to the Quality Management System (QMS). Cianbro’s Leadership has always been committed to Quality Assurance. New language in the ISO Standard imposes increased accountability on Cianbro’s leaders for the effectiveness of the QMS. Senior leaders of each Cianbro Market will be responsible for making sure Cianbro’s QMS is compatible with the company’s strategic goals. The Leadership will also share responsibility 18

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for ensuring the QMS is communicated, understood and applied to all facets of Cianbro’s business. Senior managers are responsible for ensuring the QMS achieves its intended results and that there is a focus on meeting customer expectations and continuous improvement. Other changes include: • More stringent requirements for Cianbro to assure the competency of personnel doing work under the company’s control (Cianbro team members and subcontractor personnel). • Enhanced focus on Risk Based Management. Cianbro has always conducted Risk Analysis based on business needs. New requirements add specificity to how that is to be integrated in the QMS. • More direction on what elements of planning are required prior to undertaking a project (at the Project Management Plan level). • Stronger focus on provider (suppliers or subcontractor) selection and management. • Assuring that all Cianbro personnel are aware of: • The Quality Policy and relevant objectives. • Their contributions to the effectiveness of the QMS. • Implications of not conforming to the QMS. • Enhancements to Cianbro’s Quality Policy and making the Quality Policy more accessible. • Changes to requirements that establish and maintain documents and records related to Quality. • Elimination of requirement to have an established “Preventive Action” process. ISO recognized that a significant reason for any QMS is “Preventive Action.” Specific wording on the matter was deemed unnecessary.

In the coming months, Cianbro’s Quality Assurance Plan (QA-1001) will be revised and communicated to the Management Team. Other actions will include targeted Quality Assurance training for Cianbro team members (new and current). These changes will improve the team’s overall awareness of Quality, focus some of Cianbro’s planning and communication efforts, and provide better tools for the selection and management of suppliers. Implemented effectively, improvement is guaranteed. Regardless of Cianbro’s Quality Assurance Program, to continue the steady march toward improvement, each team member must diligently exercise Planning, Communication and Leadership over those areas within his or her control.

Cianbro’s Employee Ownership Model Continues to Strengthen the Company n

By Rachel Porter

Cianbro has been 100 percent employee owned since 2004. During that time, the company has grown substantially and has turned the founding values into an inspirational beacon for team members nationwide. In 2015, Cianbro was recognized by the National Center for Employee Ownership as the 30th largest majority employee owned company in the United States (ranked by number of employees). The companies on the list of employee-owned firms employ approximately 668,000 people worldwide. Employee stock ownership plans (ESOPs), such as Cianbro’s plan, are the most common form of employee ownership for companies on the list. Under this model, Cianbro’s team members are taking care of the company by working together safely and productively. In return, 100 percent employee ownership provides tremendous long-term benefits for each member of the team. Seasoned team members such as Mechanical Foreman Mike Zemla relate employee ownership to being part of a family. “I don’t want to see any of these guys hurt,” said Mike. “They’re my family. I spend more time with them than I do my own family at home. To me, value means the people and keeping them safe. We’re doing the best things that we can to make their jobs easier and safer, so that they can go home to their loved ones.” The younger generation of team members also see the value of being an employee owner. Project Engineer Chris Varnell notes, “I could name a hundred characteristics of what it means to be employee owned, but what I think it all really boils down to is personal integrity - being honest and having

strong moral principles. It means doing the right thing in a reliable way, and that really applies to personal work ethics: how much you care about the work that you’re doing, and how much you care about the people who work around you.” A company whose team members perform to these standards can expect to accomplish their work safely and productively which elevates everyone’s performance on the team and thus enhances the success of the company. Research shows that: • Companies with an ESOP grow about 2.5% faster per year than they did prior to setting up their employee stock ownership plans. • ESOP participants average about 2.5 times more in total retirement savings than do employees in non-ESOP companies.

As an employee owned company, the decisions and actions we make every day, both at work and at home, can affect the company and individual team members. Remember, we have a moral obligation to ensure a safe and healthy work environment. We are also responsible for the quality and productivity of the work we put in place. If we continue to work together as a team and have each other’s back, we will continue to increase the net worth of the company – a focus on excellence that benefits everyone on the team! The National Center for Employee Ownership is a non-profit information and research organization on all forms of broad-based employee ownership. Details about the NCEO and employee ownership are available at

Movember – Raising Awareness about Men’s Health Formerly November, Movember is a month-long opportunity to create awareness around men’s health. The signature mustache associated with Movember is purposefully grown and groomed during this month to ignite conversation among friends and colleagues as to, “why the ‘stache?” On November 1st, men start with a clean-shaven face and grow and groom the best mustache they can over the next 30 days. These men become a walking advertisement for men’s health. Women support and encourage the men in their lives (fathers, brothers, husbands, etc.) to take action about their health. For Movember at Cianbro, the Wellness team encouraged men to grow a mustache or beard, or groom their current facial hair a different way. Jobsites were also challenged to share tips on physical activity, nutrition, L to R: Keith Anderson, Anthony Turner, Dann Hayden, preventive care and mental health; participate in weekly Mark McLean, Sean Banks, and Mark Blanchard team member challenges; and share health-related phone apps and other tools that aid in overall wellness. Some of the jobsites that took on the challenge and participated in 2015 were: EMMC Modernization, Cianbro Constructors, Meadowbrook Substation, Black Bear Tissue, Sarah Mildred Long Bridge, Pittsfield Regional Office, Corporate HR and Safety, and the Pittsfield Fab operations building. C I A N B R O F A L L / W I N T E R C H AT T E R


Electrical Line Worker Apprenticeship Program Cianbro Institute n

By Jon Sacks

In January of 2011, management of the newly established Transmission & Distribution operations, including Mac Cianchette, Paul Franceschi, Allyson Coombs, Allison McDonough, Troy Martin, and Jon Sacks of the Cianbro

Institute met in Auburn, Maine. Their mission was to chart out a path and strategy for “making” lineworkers. In this industry, it seemed that what it meant to be a “lineman” was dependent upon each line company’s structure, work, and philosophy. Cianbro’s group recognized that in order to grow the company’s T&D operations, there had


to be a process implemented to develop Journey Level Lineworkers who value Cianbro’s culture. This was in addition to recruiting and hiring from outside the company. The first task for this group to accomplish was to define the skills, attitudes and experiences of a qualified electrical lineworker and then develop a path for team members to follow to get there. While building new “de-energized” transmission lines was identified as Cianbro’ bread and butter, everyone agreed that the company needed “lineworkers” who were qualified to work on and around energized high voltage systems as well. It was agreed that a Journey Level electrical lineworker for Cianbro needed to be proficient and comfortable with both transmission and distribution systems and be able to take responsibility as the electrically qualified worker in many different situations. Two pathways were defined for career development. One was the transmission technician which would provide recognition for those skilled in all aspects of constructing large new de-energized transmission structures on right of ways (ROWs), including material handling, equipment operation, pole setting, and steel tower erection. The second pathway was for those who were to become qualified high voltage utility lineworkers. Cianbro determined that there had to be a formal introductory educational experience for all team members involved in transmission line construction, a course of study which would clearly lay out expectations and standards. This program was designed as a three week course to be held in the gravel pit in Pittsfield, and was called “Builders and Operators” class. The course included safety, environmental, project drawings and documents, company policy, climbing and framing technique and practices, and equipment certification and operation. The rough terrain of the pit allowed for real life application of layout and erection skills us-

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ing track-mounted off-road equipment. For those developing as Transmission Technicians, they would progress the rest of the way from a helper to a Journey Level through on-the-job learning. To support the path to Journey Level Lineworker, the company decided to add a formal apprenticeship program to the Builders and Operators class. Cianbro had already contributed to the development of the National Center for Construction Education and Research (NCCER) Power Line Worker Curriculum. Company leaders now decided that using the NCCER program would allow Cianbro to customize a program to emphasize the company’s values and policies while giving Cianbro team members a national credential and broad-based training. Cianbro would continue to recruit from a number of Line schools throughout the country and bring these new team members into the program as second level apprentices. In January of 2011, Cianbro’s Lineworker Supervisor Bruce Chesley completed a Train the Trainer class and assumed the role of Lead Lineworker Instructor. Jon Sacks took on the role of T&D Training Manager. In the winter and spring of 2011, the company held its first two Builders/Operators classes. Later that summer, the first group of team members became registered apprentices and began their formal path towards becoming Journey Level Lineworkers. In an apprenticeship program, on the job learning (OJT) is absolutely essential to the development of productive and qualified professionals. The Lineworker Apprenticeship Steering Committee consists of management and field-based operations working with the Cianbro Institute who meet periodically and work together to coordinate the formal training with project assignments and mentoring options. This group has evolved over the past five years along with the T&D operations group. The steering group includes Pat Rivard, Scott McDonald, Josh Gale, Josh Turner, Josh Clark, Scott Rand, Ryan Perkins, Bruce Chesley, Michelle Godsoe, Allyson Coombs, Allison McDonough, Stefanie Millette and Jon Sacks.

Since beginning the program, Cianbro has formed four apprentice groups.

Each group comes to Pittsfield for a total of three weeks a year of formal instruction. The company pays for their time and expenses just as would be done with any other job; the message being that training is the trainees’ job during those weeks, and they are expected to be fully engaged. At the end of each level, the instructors assess the proficiency of apprentices on specific identified tasks. Before trainees can move to the next level, instructors verify OJT records and training module completions. At the completion of the program, Bruce Chesley and Distribution Superintendent Pat Rivard assess each apprentice with a comprehensive performance evaluation in the training yard. As 2015 has drawn to an end and 2016 has begun, the results of the plans put in place in 2011 are coming to fruition. Four team members “journeyed out” in 2015. There are currently nine Level 4 apprentices, three Level 3 apprentices, five Level 2 apprentices, and nine new graduates of line schools who are beginning Level 2 training. The trainees are: Tim Washburn, Justin Murray, Warren Gosselin, Tom Dodge, Corey Blagdon, Joe Buckley Robbie Ferguson, Matt Sullivan, Guy Berthiaume, Dave Croteau, Emmett Reid, Chaz Longmuir, Matt Pooler, Pat Chamberlain, Jordan Pomerleau, Ryan Graffam, Caleb Bryant, Quinto Johnson, Lukas Chamberlain, Ethan Gilbert, Luke Pomerleau, Roy Bolton III, Evan Wightman, Kyle Patterson, Riley Pelletier, Chris Angelini, Luc Kostenbader, Justin Marcelino, Kameron Souza, David Korb, Chris Norton, Ethan Morgan, Phil Cavaretta, and Justin French.

Cianbro plans to kick off a new Level 1 class in 2016 for those selected team members who have not gone through a recognized line school. Approximately half of the current apprentices were recruited from outside line programs including Kennebec Valley Community College, South East Lineman College, North West Lineman College and North American Lineman Training Center. This strategic approach to developing people is directly supporting the strategic growth of Cianbro’s Transmission and Distribution groups, allowing Cianbro to bid and perform work for more than ten utilities at this time.

Gamesa Wind:

Cianbro Welders, Fabricators and Quality Assurance Pros Satisfy a Key Customer Power & Energy Market n

By Mike Daigle

In 2015 Cianbro performed several welding projects for Gamesa Wind. Gamesa was looking for a contractor that has team members with multi-craft abilities and the capability to develop and use welding procedures that conform to a good QA/QC program. Cianbro started by bringing a Gamesa mechanical engineer to the weld shop in Pittsfield to work with Quality Assurance Director Charles Hall, QAQC Supervisor Adam Cristoforo and Welder Ben Ward on the various procedures the company would need for the different jobs. Once the procedures were approved, the Wind Services team worked with the Pittsfield fab shop to fabricate some of the various parts that the turbine teams would need. While they were at it, the fabrication team also bent some plates to the proper radius for other repairs. The Wind Services team assigned two crews to the jobs. Crew One was made up of Adam Cristoforo, Ben Ward and Chris Bates. They started work at the Hardscrabble Wind Farm in Little Falls, New York and then moved to Patton Wind Farm in Cambria County, Pennsylvania. From there, they worked at the Sandy Ridge Wind Farm in Tyrone, Pennsylvania before finishing up their welding projects at Blue Creek Wind Farm in Van Wert, Ohio. Crew Two was at the Blue Creek Wind Farm throughout the entire job, and consisted of Seth Norton, Jason Daley, and David Korb with Justin Ladd and Steve Osborne pinch hitting for Seth at times when he was on other assignments. All team members were required to have completed high angle rescue training, First Aid CPR, have respirator certs, OSHA 10, and Avanti Service lift training. The Gamesa job was completed ahead of schedule and under budget thanks to the efforts of all team members, including Chris Jarvais, Mike Potter, Adele Diodato, Bob Franck, Danielle Anthony, Penny Abbott, Allyson Coombs, Tony Ayotte and all the crew members listed above.

The total capacity of the four job sites included 229 turbines at 458 megawatts. At the completion of the projects, Cianbro received the following e-mail from Gamesa, recognizing the team’s efforts: “I am writing today on behalf of the Gamesa Team to thank Cianbro Corporation on the successful completion of the Pendulum Tank Weld Repairs at both Blue Creek and Hardscrabble. This challenging project was completed safely with no incidents, no near misses, and ahead of schedule. The crews Adam Cristoforo and Seth Norton led were always conscious of their work and the end goal. They performed as true tradesmen with complete professionalism and carried out the tasks in the safest manner.

And though there is more documentation, work reports, and paperwork to finish I would like to thank the Cianbro Team for the attention to detail in regards to job reporting and invoicing. There have been minimal to no discrepancies when it has come to the administrative part of the work completed which in turn has reinforced the efficiency that the project executed.” – Eric Gagnon, Gamesa 4 4,499 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


Hank Cook, Pete Vigue, Ken Cianchette, Nicholas Dawes, and Kaven Philbrook

GENERATIONS: Preparing for Cianbro’s Future


By Alan Grover

The Greatest Generation, Baby Boomers, Generation X, Millennials … each of the thousands of team members who have worked at Cianbro belongs to one of these four generations. But perhaps relatively few of Cianbro’s team members have thought about the roles that the particular generations have played within the company, or about what the interaction between the age groups means for Cianbro’s future. More and more of the men and women in the company might have cause to take a closer look these days, as important generational transitions are underway. For many long decades after the Second World War, The Greatest Generation, which included Cianbro’s founding Cianchette Brothers, led the company. The founders and the team members who worked directly for them strived to build a company from nothing. They found opportunity not because someone before them had been strategic, 22

but through the realization that if they themselves didn’t create opportunity for their organization, then who would? In time, Cianbro’s next generation, the Baby Boomers, transitioned upward and brought along the team members who would eventually become some of the iconic 30+ year Cianbro veterans to the company. The goal of these pioneers

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was to transform the vision of the founders into reality, and they fought hard to make Cianbro a success. As is often the characteristic of youth, the Baby Boomers were bold and brash at the outset of their careers, and then developed a certain penchant for caution that came with the lessons of age. The experience left a wisdom that said, “Boy, we got lucky at times, we didn’t know what we didn’t know, but we got through it.” The mindset led to a sense of protectiveness toward newer generations, a feeling that the newer members of the Cianbro team should not have to learn the ropes in the same rough-and-tumble way that the scrappy founders of the company had learned. The older veterans wanted to make sure they were taking the time to teach lessons to the up-and-coming generation in a more deliberate, more organized way. The strategy served the company

well. Across the decades, Cianbro grew from a fledgling local contractor to the national heavy construction powerhouse that it is today. But there was a side-effect to the protective way in which Cianbro’s earlier generations brought newer team members, such as those in Generation X, into positions of responsibility: the upward climb became somewhat limited for Cianbro’s youths. The feeling among leadership was, “Why rush? Let’s do it the right way. Let’s be cautious.” It’s a point of view that has changed over time. As the earlier generations have transitioned toward retirement, the veteran leaders of the company have come to realize how quickly time goes by. Cianbro’s leadership has also come to understand and appreciate the power of youthful energy when coupled with the wisdom of experience. This shift in the company’s perspective bodes well for the newest generation to walk across Cianbro’s stage, the Millennials. Today, the general sentiment among the company’s leaders toward Cianbro’s youthful new team members is, “Come with me, I can accelerate your learning with all of my wisdom and experience. But at the same time, I can use your energy. So, collectively, we can both move along this continuum of improvement for the company.” Cianbro Corporation President Andi Vigue stands approximately in the middle of the generational spectrum, halfway between the older legends of the company, including the founders who have all but retired from the stage, and the young 20-Somethings who make up Cianbro’s future potential. He says the pace of development of new talent in the company has tripled compared to the pace of the 1990s. “I think this newer generation is getting the best of both worlds,” he said. “They’re getting two generations ahead of them – the one that is going to be protective and not throw them into the swimming pool to see if they can swim (the Boomers); and the one that says, ‘Hurry up, swim! We need you’ (Gen X). They’re getting the mix of both, which is going to be very good in time.”

The result, in terms of Cianbro’s customers, is that the company is managing the transition of the generations in a proactive way – a transition that many of the company’s clients are also undergoing. Cianbro is empowering its team members, teaching them, offering significant training so that the necessary skill sets and the leadership to direct

leader, or a particular generation. It is about a common vision, working together as a team, and the belief that “If you take care of the company, then the company will take care of you.” Such sentiments are meant to outlive any one leader and any one generation. Since the passing of his brothers, Cianbro’s surviving founder Kenneth Cianchette has often said, “If only they could see what Cianbro has become.” Andi speculates that all of the founders

It is about a common vision, working together as a team, and the belief that “If you take care of the company, then the company will take care of you.” Such sentiments are meant to outlive any one leader and any one generation.

Mike Scott

MJ Guyette

those skills will remain core assets that benefit the company’s customers. Perhaps most importantly, Andi Vigue makes the point that no generation is necessarily greater than others, but only different, with differing experiences and backgrounds, and all of Cianbro’s generations hold places of honor. It is likely becoming more obvious that Cianbro is in the midst of a generational transition, but the organization is not about a particular person, a particular

dreamed that the company was going to be something big and bright. The generations who now populate Cianbro get to see, in detail, what Kenneth sees – a successful, world-class company that routinely accomplishes seemingly impossible feats of construction. Together, Cianbro’s veterans and youths will continue to create the details of a future that is currently a bright glow which unborn generations will eventually witness.

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Time (and Culture) Is On Our Side: a Millennial Perspective n

By Jessica Kandel

You don’t have to look very far to see the changes occurring in the workplace, it’s so close you may only need to look to the team members on either side of you. Many companies are experiencing the shift of a multi-generational workplace, created by the looming wave of experienced team members moving towards retirement and incoming younger generations and leaders entering the workplace. While many companies are challenged regarding how they can fully leverage their teams and solve this multigenerational puzzle; we at Cianbro continue to remain ahead of the curve because of our people and our culture which place great value on teamwork to achieve success. My confidence to say this can be attributed to my recent participation Jessica Kandel in the Cianbro Leadership Program and choosing my “stretch project” on this very subject matter. The research I conducted to understand the characteristics of a multi-generational workforce developed into opportunities for Cianbro to learn even more about the team members we employ and attract to our company. One example: Younger generations, generally speaking, seek to work for a company that has purpose, one that contributes to society, offers career growth opportunities, and provides the chance to become part of a team. These are values that have been ingrained at Cianbro since our founders started the company. The ability to have a diverse team which spans multiple generations creates opportunities for innovative thought and practices while building upon a rich history of knowledge in the construction industry. Our shared values closely knit us together as we build long-standing relationships with our partners, customers, and our internal networks. We strive to provide solutions for our clients and deliver world-class construction projects through various methods. We also share the importance of recognizing and celebrating our accomplishments as a team, as we reach major milestones together, and aspire to be industry leaders. Our company growth across our five market sectors in both new and existing geographies continues to open opportunities for our own individual development, to provide exciting careers for new team members entering Cianbro, and to leverage technology to take us to new heights in communication and problem-solving techniques. In our employee-owned company, our team members have the ability to create the career and experience they want. Working alongside experienced lead24

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ers, completing and contributing to challenging projects, and utilizing the Cianbro Institute to gain new skills, are just a few examples of the opportunity the company provides for further growth and development. Another value we believe at Cianbro is “our role as responsible corporate citizens, being a part of society, not just a part of the economy.” Working in the construction industry, we are shaping American infrastructure for the betterment of society and a more prosperous country. Our actions and ability to work and integrate safety, quality and health on each project, and in our personal lives, drives the bar even higher in the industry as we edge ahead of our competitors. We are also teaching our children and family the importance of safety and health at home to better each other in our day to day lives. In a world where technology has infiltrated all that we do, we continue to understand that the balance between work and life has become a blurred line. It is not as easy to separate the two from one another at the pace we were once accustomed to. In a team that cares for one another, we are vigilant of the possibility that we can become hyper-connected at all times which can cause many health and safety risks, including stress and imbalances at home or work. We must continue to help one another focus on the task at hand, understand distractions, and build projects that exceed our clients’ expectations while accommodating our team during challenging schedules.

Working in the construction industry, we are shaping American infrastructure for the betterment of society and a more prosperous country. Our actions and ability to work and integrate safety, quality and health on each project, and in our personal lives, drives the bar even higher in the industry as we edge ahead of our competitors. We are also teaching our children and family the importance of safety and health at home to better each other in our day to day lives. The rich history and foundation Cianbro has been built upon perpetuates our workforce for the road ahead, welcoming all Cianbro veterans and newly hired team members to share their experiences and learn from one another. Our purpose encourages this communication as a team, a team I am happy to contribute to and grow with, to become the best employeeowned construction company in the world.

Compressed Natural Gas: Delivering a Clean, Reliable and Cost-effective Energy Option Oil, Gas & Chemical n

By Jim Flear

This past year, Cianbro Corporation completed construction of a compressed natural gas (CNG) facility and distribution terminal located in New York. The natural gas is delivered to the terminal by pipeline and is then transported to industrial and commercial businesses which are located off the pipeline route. The completed station was comprised of a compressor facility and a meter station, both with a separate set of drawings, specifications, and construction criteria. The collective scope of work included site and civil construction, electrical and instrumentation installation, pre-engineered metal building (PEMB) erection and fit out, mechanical piping installation, and fire alarm and security system installation. Each scope of construction was administered under a separate contract, and was coordinated by the owner’s overall site construction manager. Cianbro was contracted to complete the electrical and instrumentation installation, the PEMB erection and fit out, and performed subcontract work for the fire alarm and security system installer. The electrical work began in late October of 2014, and included the installation of the primary switchgear, motor starters, master control systems, a Programmable Logic Control system, as well as the installation of all plant power and control to the compressors, process equipment, and PEMB systems. This

work included installing all instrumentation components and our electrical team providing commissioning support. Immediately upon arriving on-site, the Cianbro team began installing conduits in the foundation forms, just ahead of the concrete pours. In mid-November, Cianbro was awarded the PEMB erection and fit out. The PEMB scope consisted of erecting a 2,560 square foot pre-engineered building and fitting out all required building finishes, including a control room, office, bathroom, workshop, storage, and electrical rooms, and also providing sanitary sewer, domestic water, and the heating, ventilation, and air conditioning systems. The owner awarded the electrical and PEMB scopes to the same contractor in an effort to streamline the clashing of the PEMB with the various mechanical, electrical, and architectural systems. This expedited any required field adjustments, including moving walls, doors, louvers, etc. to allow building systems, electrical, fire alarm panels, conduits, etc. to fit. This latitude greatly decreased the engineer review process and allowed interior building construction to progress efficiently. The building was delivered to the site in early December and erection began soon after. The electrical and PEMB work continued through the holidays and into the coldest winter (2015) in recent history in an area affected by lakeeffect snow. The New Year brought new challenges, as many days started below zero and several started in the negative double digits with daytime highs in the

single digits. North winds would gust over 30 miles per hour and snow would drift even on the sunny days. Despite the adverse temperatures and near white-out conditions, our desire and commitment to complete the project safely did not waver. The PEMB building shell was completed during the first week of January and temporary heat was installed, which allowed for a portion of the interior work to commence. The fit-out and building system construction continued in coordination with the interior electrical and fire alarm activities. Exterior electrical activities progressed and included the direct bury cables, wire pulls, site conduit, and lighting. The electrical scope at the meter station was completed in mid-March and met the commissioning schedule. The following month, the facility’s electrical scope was completed in coordination with the other trades. Cianbro provided assistance for the facility commissioning and the startup team, and the first CNG truck was successfully filled in April of 2015. The owner assumed full operation and applied the final touches before unveiling it to the public this past summer. Many thanks to the entire Cianbro team including Gary Hayes, Ricky Viens, Steve Michaud, Jason Despaw, Rich White, Sean Briggs, Andre Wright, Tyler Brougham, Ron Ayres, Dennis Martin, Jeff Fortier, Chelci Allis, and Jim Flear

for working through the challenges and turning over a quality project. 4 9,846 Project Safe Hours

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Abiomed: Cianbro Constructs State-of-the-Art Facilities for Development of Cutting-edge Medical Technology Building Market n

By Haley Hunt Griffin

Abiomed, a leader in developing and manufacturing life-saving ground-breaking technologies, has finalized a contract with Cianbro to renovate the adjoining building of their existing facility in Danvers, Massachusetts. The job awarded to Cianbro is a multi-phase project complete with a clean room, training rooms, office and meeting space, commercial kitchen and café, new building façade, and support spaces. This renovated space will be used by Abiomed to grow the company and assemble devices designed to assist or replace lifesustaining functions of the failing heart for patients and physicians world-wide. Abiomed previously manufactured the world’s first total replacement heart and has now transitioned into manufacturing the world’s smallest heart pump, the Impella, which is 1/100th the size of the human heart. The project is a designbuild approach with heavy buy-in from the owner. PHASE 1A

In order for Abiomed to support the growth of their corporation, the Cianbro team and local subcontractors constructed 8,000 square feet of engineering, office, and conference spaces at the Abiomed facility. This phase of the multi-stage project was completed within budget and on schedule, beginning in June of 2015 and wrapping up in September of that year. That space is now surrounded by active construction. Due to the soundproof design, Abiomed employees inhabiting the space are able to continue their operations unaffected by the sounds reverberating on the other side of the wall where construc26

tion is now ongoing. The coordination of adjoining work space with the new expansion is a day to day effort among Abiomed management and project staff in order to minimize distractions. Construction of Phase 1A includes 14 individual offices, IT and mechanical rooms, open office cubicles, and integrated electrical and mechanical systems which will eventually tie into future phases. PHASE 1B

With a start in October of 2015 and a projected completion in early 2016, Phase 1B comprises the construction of a clean room and adjacent support and gowning rooms, equating to approximately 12,000 square feet. Clean rooms, rated by the International Organization for Standardization (ISO), are rated on a class scale of one through nine. The class number received by a clean room is dependent upon the number of particles per cubic meter. The clean room at the Abiomed facility is a Class 7 & 8 and requires enhanced air flow to control the level of contamination. A walkable ceiling has been installed above the clean room where maintenance personnel can service mechanical and electrical systems without contaminating the inside of the clean room. To keep the level of pollutants at a level that is millions of times lower than that of the outside air, the Cianbro team and subcontractors are installing a series of 198 HEPA vents in the ceiling. Utility columns strategically spread throughout the clean room will provide power, data, compressed air, and argon piping coordinated around the clean room furniture, equipment, and work benches. The columns are also fed from above the clean room down to the working desk level, aiding the Abiomed employees manufacturing the heart pump. The clean room floor is made of an Electrostatic Dissipative Epoxy

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which serves as the preferred pathway for the flow of electricity. This allows an immediate pathway to grounding for any build-up of static electricity in devices, personnel, and equipment. Abiomed was adamant about having natural light introduced into the clean room. Windows were installed to provide that natural lighting. Inside the clean room, equipment will be installed to assist Abiomed employees in assembling the components of the lifesaving Impella heart pump. The Impella is a tool smaller than a number two pencil eraser, and is inserted through a catheter into the left ventricle of the heart. Once implanted, the pump assists the ability of the patient’s heart to pump blood, thus giving the heart a chance to rest and repair itself. Unlike heart pumps of the past, the Impella heart pump synchronizes with the patient’s normal heart beat. Though used primarily as a temporary assistance measure, the pump can take over for the heart if needed. Both the equipment for assembling and the heart pump components are manufactured at Abiomed’s manufacturing facility in Aachen, Germany. To accommodate the German-made equipment, the team will be installing European outlets inside the clean room and a major switch gear distribution outside of the clean room to incorporate the European and US panels and gear. The construction surrounding the clean room includes improvements to the shipping and receiving loading docks, bathrooms and locker rooms for

PPL Hosensack-Wescosville 230 kV Rebuild Project Power & Energy Market n

the clean room staff and surrounding employees, and a touring hallway which will allow guests to view the production inside the clean room. PHASE 2A

As Phase 1B wraps up in early 2016, Phase 2A’s pre-construction, planning, and construction will begin. Similar to Phase 1A, Phase 2A consists of engineering space, individual offices, open office cubicles, conference rooms, and restrooms. The office space of 2A, in parallel to 1A, will be conjoined with three separate breakthroughs of an existing dividing wall, one of which will align a hallway from 2A with the main corridor of the existing Abiomed facility. PHASES 2B & 2C

Phases 2B & 2C, which are still under final design, have support and employee spaces, as well as training rooms. In the training space, Abiomed employees will train physicians to insert the life-saving catheterized heart pump. Phase 2B of the project will be to construct a “call center.” In the call center, there will be technology that is able to monitor all the heart pumps in real time. In the event that a patient’s heart pump takes over for the patient’s heart, monitoring the pumps in real time will allow for an alert to be sent instantly. Phase 2C consists of a commercial kitchen, café, outside seating area, main touring hallway with sky lights, a fitness center, and a video recording studio. 4 2,960 Project Safe Hours

By Josh Clark

Behind the scenes in August of 2015, while Cianbro crews at the West Hempfield-Prince 138 kV Underground (UG) Project were completing the first such job for the team, word came that the company had been awarded its largest project since setting foot on PPL property. This led to a spate of feverish planning for the Hosensack-Wescosville 230 kV rebuild, affecting approximately 8.89 miles of overhead transmission line on PPL’s system, which happens to be the oldest 230 kV line in service east of the Mississippi River. The project includes demolition of the existing single-circuit line and associated 43 lattice tower structures and ten monopoles, to be replaced with 58 steel monopoles (all on foundations). The project also includes installation of new 795 kcmil conductor, 1-48 count optical ground wire (OPGW), and 1-144 count OPGW all without service interruption of the existing OPGW throughout the duration of the project. Cianbro crews set up shop for the new mission a month ahead of the October 1st outage. This allowed the team to tackle pre-outage activities and planning. Team members finished up 2015 by completing the project/ client established milestone of line rebuild between structures 4 and 12 which encompassed the Pennsylvania Department of Transportation Route 222 highway crossing, and the 63 acre Hamilton Crossing development. Building off of the accomplishments from the previous year, Cianbro crews are ready to surge ahead with the remainder of the project. The schedule calls for the structures to be erected by the beginning of February, followed by the installation of OPGW. This will allow for demolition of the remaining lattice towers, as well as the installation of conductor. The crews look forward to strengthening their team spirit while working toward a mid-year completion date. Team members involved in the project include Chris Angelini, Gary Bell, Miguel Benitez, Guy Berthiaume, Shawn Bickford, Corey Blagdon, Bryan Boatright, Luke Chamberlain, Pat Chamberlain, Joshua Clark, Dave Croteau, Shane Ennis, Dawn Erb, Eddie Ferreira, Warren Gosselin, Walter Govern, Henry Hardy, Mark Hutchins, Quinton Johnson, Steve Konka, Lucas Kostenbader, Norm Linnell, Chaz Longmuir, Ryan Perkins, Matt Pooler, Emmett Reid, Terry Rosensteel, Tom Smith, Kevin Talley, Josh Turner, Phil Vigue, Tim Washburn, Evan Wightman and Pete Woods.

4 15,300 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


Passadumkeag Mountain Wind Project: Cianbro Wind Service’s Showpiece Power & Energy Market By Brad Therrien, Andrew Zimmerman, and Ben Hall n

Major construction has now wrapped up on Cianbro’s Passadumkeag Wind Project. The Management team, led by Senior Project Manager Red Webster, is now striving toward final completion of this “Tiger By The Tail” project. The job stands as a testament to Cianbro’s determination and prowess in taking on large scale feats and turning out world class work. Passadumkeag Mountain’s windfarm had been in the works for several years, plagued from the beginning with permitting hurdles, land easement obstacles, and other delays which often accompany projects of this nature. After significant persistence by Owner/Developer, Passadumkeag Windpark, LLC – operated by Quantum Utility Group out of Houston, Texas – Passadumkeag Windfarm was given the greenlight for construction. Due to the extended time spent in development however, a once forgiving schedule of 18 months was shortened to 11 months during which design, procurement, and construction all still had to take place. This change in schedule meant that substantial portions of the site work construction were pushed into Maine’s unforgiving winter conditions and ensuing mud season. Cianbro’s site work subcontractor, A.J. Coleman (AJC), met those challenges head-on through utilization of local people with local knowledge, hard work, and creative work-arounds. The team implemented environmental best management practices despite these challenging conditions to ensure full compliance with Maine Department of Environmental Protection (DEP) permits and regulations. The result was consistent positive reviews from the DEP’s third party inspectors throughout the project. This windfarm, like most throughout New England, is placed in one of the 28

Cianbro’s Luc Chamberlain and Jake Hayes put final touches on turbine blade

most remote locations, and stretches over some of the most rugged mountain terrain in the region. Situated deep in the eastern stretches of the Maine wilderness, the project site winds its way through the mountains of Burlington, Lowell, and Grand Falls Township, with overhead collection lines traveling along logging roads through Greenbush. The generated power moves to a newly constructed substation/switchyard facility and onward to its final destination on the existing Emera Maine power grid. Due to its expanse, the project was organized into three primary focus areas; the first and most recognizable portion being the site development, turbine foundations and erection. This phase of the project began with the construction of six miles of new crane-worthy access road and turbine sites under the design of the James W. Sewall Company and the third-party quality oversite of S.W. Cole Engineering. Within the construction of these new access routes was the required blasting and crushing of over 500,000 cubic yards of rock by AJC and its blasting partner Maine Drilling and Blasting (MD&B). As turbine sites began to open, they were soon populated by team members from Cianbro, MD&B, and Stallion Steel working diligently to install the foundations for the turbines, each consisting of upwards of 250 cubic yards of concrete, (20) 2.5 inch rock anchors ranging in length from 50 to 70 feet, and in excess of 19 tons of rebar. Meanwhile in other areas of the mountain the A.J. Coleman and Cianbro team, under

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the guidance of General Foreman Patti Brann, was busy trenching and installing

44,000 circuit feet of underground collector cable and communications fiber. Despite the late start, through hard work, innovative problem solving and creative approaches to complex construction activities, this phase of the project was completed ahead of the original schedule and well in advance of the impending turbine component delivery. On August 24, 2015 the first turbine component was delivered to the site by Cianbro’s trucking partner Southern Tier Express, triggering a three-month effort by Cianbro’s field teams and subcontractors led by Cianbro’s Ridgeline Superintendent Ben Blodgett. The autumn push epitomized all that Cianbro stands for: hard work, determination, creativity, ability to overcome any obstacle, and most of all – teamwork. Turbine component deliveries continuously made their way to their remote locations and were “stacked out” by Cianbro erection crews utilizing the company-owned 2250 and 16000 cranes. Close on their heels were Cianbro crews responsible for the fit out, completion, and “sale” of the turbines including a Torqueing/Tensioning crew, Down Tower Electrical crew, Mechanical Completion crew, and Finishing crew. Once complete, each turbine had to undergo an exhaustive inspection by the turbine supplier, Vestas, resulting in a punch list to complete before the turbine would be accepted by the supplier. Historically, these punch lists would contain dozens, sometimes even hun-

dreds of items. But under the leadership of Cianbro’s Brad Therrien, Cianbro was able to limit these punch lists to a handful of small items, with four of the final five turbines being walked down with ZERO punch list items. The first such walk down was so shocking to the lead Vestas technician, that he was compelled to send a note to Cianbro management stating, “That was one of the best, or the best, punch lists I have ever seen. Good job to the Cianbro crews.” As if there weren’t enough congestion and activity on site, Sioux Falls Tower was also present to erect the 300-foot independent monitoring meteorological tower required by the utility entity, ISO-New England. The end results were 13 Vestas 3.075 megawatt wind turbines completed in showroom fashion, as well as a fully functional meteorological tower, delivered ahead of the critical path milestones. The second portion of the project was the construction of an 18 mile, 34.5 kV overhead collection system that relays all the harnessed power from the ridgetop to the newly constructed substation in the town of Greenbush. Cianbro and engineering partner RLC placed the transmission line design through rigorous exercises in an effort to overcome both the newly condensed project schedule and the restraints that resulted from the original permit design by other parties. In the end, through creative and resourceful engineering, the “T-line” moved forward as a joint construction effort between Cianbro and it’s subcontractors On Target and PLC, as well as its land clearing partner CLT. Under the leadership of Cianbro Superintendent Todd Folsom and supervisors Pat Smith and Corey Blagdon, Cianbro was able to complete this phase of the work on-schedule despite numerous hurdles including environmental challenges, material shortages, unforeseen conditions requiring field design changes, and the overriding focus to “be a good neighbor” to more than 150 affected land owners. After the energization of this new transmission line, Cianbro distribution crews under the direction of Pat Rivard and Jesse Chase, were able to complete the required new-service drops

to roughly 80 residences and businesses. The third portion of the project was construction of the 34.5 kV-115 kV collector substation, Emera Maine 115 kV ring bus switchyard, 115 kV transmission line tie in to the existing Emera Line 64, all under the oversight of Cianbro’s Paul Osborne and Leigh Ross, and construction of a 4,000 square foot office/warehouse operation and maintenance building by J.M. Brown, Inc. Extensive care was taken to get major procurement items such as substation/ switchyard steel, control house buildings, breakers and transformers bought out and on their way as the lead times were driving the already compacted construction schedule. It is here that the Cianbro team faced some of its tightest scheduling windows, ranging from the 115 kV outages for installing the rock anchored structure foundations and erection of the steel turning structures, to commissioning and energization dates for back feeding the erected turbines on the mountain. Many of these milestone dates also carried liquidated damages which made for a difficult but rewarding project once completed. Harboring such a great relationship with Emera Maine made tackling the hurdles of a designbuild substation/switchyard project all the more effective when problems arose. With the added efforts of Cianbro’s commissioning team of American Electrical Testing Co. and RLC, the substation/switchyard was started up, commissioned, and interconnected to the existing Emera grid on schedule and without event. Passadumkeag Windpark is an example of what can be accomplished when parties approach a project with a team mentality. If not for the continuous interaction between owner/developer, engineers, utilities, equipment suppliers, subcontractors and Cianbro team members, this project would not have come together to become the showpiece for the company that it currently is. Cianbro team members have once again shown they can compete and succeed in diverse environments, with complex challenges, while producing world class results on par with any company around the globe. 4 105,981 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


Sarah Mildred Long Bridge:

Setting the Stage for Big Advancements in 2016 Infrastructure Market n

By John Merrill

It has been more than a year since Cianbro crews and subcontractors mobilized and began work on the Sarah Mildred Long Bridge project, with the goal of replacing the aging, red-listed existing span over the Piscataqua River. The team is installing the new bridge on a new alignment upstream of the existing bridge, while tying into the same locations at each abutment in Portsmouth, New Hampshire and Kittery, Maine. This new alignment will square up the bridge more closely with the shipping channel, allowing more effective use of the channel for the commercial vessels passing through the span. To begin, the Cianbro team worked through the winter of 2014-2015, installing access to the job site. The point of entry to the site from the New Hampshire side is from the New Hampshire Port Authority. The facility has been almost completely opened up to the project. Two trestles originate from the Port Authority, one which connects the Barge Wharf to Market Street in Portsmouth, and one which extends from the Barge Wharf to the Lift Pier on the New Hampshire side of the Navigation Channel. To access the Maine side of the project, a section of Bridge Street was closed to traffic, opening up access to the project. This area was used to build a short causeway as access to another trestle, this one extending out to the Lift Pier on the Maine side of the Navigation Channel. This challenging work was complicated by the aboveaverage snowfall and below-average temperatures, along with the strong currents that are always present while working on the Piscataqua River. The crews were able to overcome these challenges, and the access work wrapped up last summer. Between existing land, the Barge Wharf, the stone causeways and the trestles, there is access from abutment to abutment, with the only break being the Navigation Channel. With all of the access in place, the next step was to begin work on the substructure. The bridge will be made up of four types of piers, Vehicle Piers, Railroad Piers, Shared Piers, and Tower Piers. The four Vehicle Piers sit on spread footing foundations, and the team worked through the winter and spring to install the cofferdams for the three located in Portsmouth, and through the summer excavating them and placing the concrete seals. Work is currently taking place on the footings 30

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and piers. The remaining piers are all supported by drilled shaft foundations, 29 in all. Work on these began last summer and is scheduled to wrap up in the spring of 2016. The drilled shafts consist of 10-foot diameter steel casings which extend down to rock at depths of up to 80 feet, followed by a 9.5-foot diameter rock socket, drilled up to 35 feet into the ledge. These shafts are then filled with rebar and concrete in order to create the drilled shaft foundations. The next step for these foundations is to bring them out of the water. The drilled shafts end around the low water mark. The next step for the Railroad Piers is a cast in place pier with a pier cap on top. The Shared Piers and Tower Piers will have precast concrete stay-in-place forms set on top to create a spread foundation. These precast forms will span two drilled shafts on the Shared Piers, and eight drilled shafts on the Tower Piers, and will be filled with rebar and concrete to create the spread foundations. The two Tower Piers, supported by eight drilled shafts each – and capped with a 125 foot by 65 foot concrete foundation that is 15 feet thick – will support four concrete towers. These towers will support the lift span, and will house all of the operating machinery for the lift span. The four towers are made up of 88 pre-cast segments, 22 segments per tower stacking up to 174 feet in height. These segments are being cast on site. A custom form system was purchased and installed on-site at the Port Authority. Each segment is cast directly atop the one that will sit below it in the tower, in what is known as a match-cast system. Each eight foot tall segment is 27.5 feet by 19 feet, with a large opening in the middle for the counterweights and

WEX Headquarters Gets a Cianbro Facelift Building Market n

stairs. Each segment weighs about 100 tons. A Cianbro crew has been working since summer to cast these segments. Having learned the ins and outs of the form system, the team is ready to work through the winter and spring to fill up the Port Authority yard with tower segments awaiting a foundation to stand on. The amount of resources the Cianbro team has been able to utilize in bringing this project together has been a showcase for the company. The onsite team is just the beginning of what the company has brought to the table to make this job successful. The temporary design team has worked from the beginning of the design phase on constructability and into the construction phase on items such as the temporary trestle and the cofferdams. Cianbro’s Equipment Group has provided the impressive number of cranes and barges, including the brand new Pride barge and a brand new Manitowoc MLC 300, along with all the other necessary equipment. The Small Tools team has provided all the tools the jobsite has needed. The Forms and Shoring Group is supplying form work, cofferdam materials, and the trestle. The Transportation Group has delivered all of these tools and materials. The Human Resources team has worked to find all of the team members the job has needed. The Contracts pros have been involved from the beginning. All of these resources, and more, have been involved in this job. That is how the job will march forward to success – by bringing together all of the resources Cianbro has to offer. 4 139,607 Project Safe Hours

By Haley Hunt Griffin

WEX and JLL have engaged Cianbro as the Construction Manager for WEX’s 123 Darling Avenue Renovation project located in South Portland, Maine. WEX is headquartered in South Portland and currently employs over 2,000 associates across the Americas, Europe, Australia and Asia. The firm is a global leader in payment solutions for fleet, travel, and healthcare industries, offering customers higher efficiency, lower operating costs, and greater customer satisfaction. The 123 Darling Avenue project consists of the renovation of approximately 60,000 square feet of office space, located on two levels, to accommodate continued growth for WEX’s Global Contact Center, IT functions, and other operational groups. The facility includes ergonomically designed work and collaboration areas, kitchen and servery space, and a fitness room. The project features energy efficient mechanical and electrical systems and will seek Green Globe Sustainability Certification from the Green Building Initiative (GBI). Working closely throughout the preconstruction phase of the project with WEX’s design team, Cianbro provided critical cost modeling, schedule, constructability, and sustainability input alongside Saam Architecture from Massachusetts to ensure the project met its intended goals. The constraints presented by the existing building led Cianbro and design-build partners Eastern Fire Protection, ABM Mechanical, and Favreau Electric to use 3-D modeling to ensure all systems were fully coordinated with all architectural features prior to beginning construction. Once construction got underway, Cianbro crews faced their own set of challenges. Prior non-standard modifications within the building required Cianbro to undertake structural modifications in certain areas to maintain compliance with current codes. The Cianbro team is led by Project Manager Chris Simmons, Superintendent David Stenzel, and Project Engineer Anthony Passmore. Team members have completed the interior demolition and rough-in of the new systems, and finishes are well underway. The project is on track for completion in February of 2016 with move-in scheduled for March. 4 2,356 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


North Grand Island Bridge Project Infrastructure Market n

By Kim Sieber

Ninety-nine 10-hour shutdowns in 124 days – and that was just the night shift! 2015 at the North Grand Island (NGI) Bridge was busy, to say the least. And 150,000 work hours later, Cianbro is happy to report that the project is done and accepted! A small management team spent the winter getting ready for the season. They did a lot of planning to prepare for optimizing the nightly process. The project team mobilized in March/April 2015 and work began on replacing the southbound deck over the Niagara River. Team members began by installing shielding under the 4,025 linear foot deck and sidewalk. Safway was subcontracted to install and remove all shielding, and Safway Superintendent Pat Sharier and his team did a great job of staying on Cianbro’s schedule. The night shift’s main focus was to remove and install deck panels while the day shift worked on sidewalk removal and replacement. The day shift also supported the night shift by prepping all of the material needed that night and cleaning up the nightly demo. General Foreman Jason Rourke led the day shift team and did a great job keeping the group focused. Electrical Superintendent Jason Despaw, Foreman Sean Briggs, and Cianbro’s expert electrical team completed all the remaining electrical work for the lane designation system (LDS) and when they weren’t busy keeping the jobsite powered up, the electrical crew took over installing downspouts. Pat Wesseldine and crew were in charge of installing the new sidewalk – 477 five foot by eight foot steel grid panels that were later filled with concrete. The sidewalk team was assisted by local subcontractor, Hohl, who provided certified welders and ironworkers to 32

install shear studs and help with the sidewalk install. Foreman Mark Moore and Field Engineer Chelci Allis kept the material flowing – every day the precast panels had to be prepared on their individual trailers and made ready to go for that night. Rebar, shear studs, and leveling bolts were packaged up nightly on additional trailers based on the quantities of panels being installed and the haunch height. Foreman Wes Corson and the painting crew spent the entire season completing all the painting requirements on both the piers and the bridge steel. Wes’ team also managed the majority of concrete cure. Cianbro’s day crew also did an amazing job of keeping up with the nightly demo – the old deck panels were trucked to a local contractor’s yard where they were off-loaded and hoe-rammed to rubble for clean fill. The day crew also removed transition ramp concrete that was demo’d out the night before. The night shift, overseen by Brian Hartness, was full of challenges. The contract required that the bridge be opened at a prescribed time each morning, depending on the day of the week and there was a $1,000/minute penalty for every minute past the opening time. Early in the season, we learned that the haunch heights, shown to be approximately 3.5 inches in the drawings, actually fluctuated from 3.5 inches to 13 inches in height. This significantly changed how the team approached the work and required more people to complete the nightly tasks in the same timeframe. In addition, early in the season, we were required to remove rivets and replace them with bolts. This was also unanticipated work. A major component of the nightly bridge closure was traffic control. Work zone traffic control was supervised by Chris Bailey, and he and his team worked diligently to keep our team safe every night, and help to maintain the tight schedule. The nearly three mile

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long traffic pattern took a significant team effort to install and remove, and Chris’ team had the task down to a 15 minute time frame. A TYPICAL NIGHT: • 8:00pm to 8:15pm – stop traffic and put crossover in place • 8:15pm to 8:30pm – mobilize demo trailers, hydraulic cranes and sawcutter to deck • 8:30pm to 8:50pm – demo/remove concrete transition ramps from the previous night • 8:30pm to 9:00pm – remove existing bridge rail • 9:00pm to 11:15pm – remove six sawcut deck panels • 9:30pm to 12:30am – clean/prep floorbeams and stringers • 10:45pm to 1:00am – set six panels • 11:00pm to 1:00am – shoot shear studs • 11:00pm to 3:00am – form haunches • 11:00pm to 3:00am – install rebar • 2:00am to 4:00am – install new bridge rail • 2:00am to 4:00am – place RapidSet concrete, grout, and transitions • 4:00am to 5:00am – clean up and cure time • 5:15am – open bridge to traffic

This information was captured every night by project engineer Nicole Setzer. The data helped us to analyze what was going well and what was taking too long. It also captured outside influences. The key to getting the deck open in time each morning was getting the concrete poured out and complete no later than 4:00 a.m. This allowed for an hour of cure and an hour of clean up and bridge opening, in order to meet the typical 6:00 a.m. opening deadline. RapidSet concrete, required by spec, is a high performance mix that sets up in 15 minutes and is ready for traffic in one hour. This required that the material was actually mixed and batched in special trucks on site. The concrete crews, led by Don Fulmer, worked seamlessly every night. In addition, the high performance concrete had to be placed with wheelbarrows as the mix did not lend itself to being pumped. The crews averaged 17.5 cubic yard pours each night, including transitions – all from wheelbarrows! Todd Fulmer and crew led the effort to replace the existing 12 modular joints. The existing joints had to be removed

and road plated out in front of the removal of the old deck sections. Once the new deck was completed, Todd and crew would fall back and install the new joints, which kept this crew extremely busy. A major activity in 2015 was the polyester overlay installation. The New York State Thruway Authority opted for this material instead of traditional pavement. The material includes a high molecular weight methacrylate resin primer and then aggregate mixed with a polyester resin binder. The work was done by our subcontractor, American Construction Contractors (ACC) from California. Our client was able to secure a weekend shutdown in late September and the majority of the deck – 100,000 square feet – was overlaid in a 60 hour period. Special thanks to project manager Tim Stauder for coming to help during this critical time. Another local subcontractor, BVR, stepped in with their local workforces to provide labor to install all the sidewalk concrete. They also helped with a lot of the north and south abutment construction, as well as a large change order for some crossover barrier received near the end of the project. The North Grand Island Bridge was a challenging project that was located a long way from Cianbro’s core offices. It took a lot of coordination and planning by all to get the team over the finish line. A special thanks to: • Corporate Estimating • Equipment, Tools, and Form Group • Construction Design Group, featuring Brenda Nichols • HR and Safety • AP/AR/Purchasing Steve Malatesta spent a night with

the deck crew and assembled a superb video that memorializes a typical night – check it out on We also note that Senior Project Manager Scott Tierney retired during the job after an amazing 20 year run with Cianbro. The team celebrated his career with a cookout on site. Cianbro learned a lot from Scott and the company will miss him. 4 70,398 Project Safe Hours

Dominion Millstone Power Station Project Power & Energy Market n

By Jeremy Mace

In August of 2015, the Cianbro team arrived at Dominion’s Millstone Nuclear Facility in Waterford, Connecticut to begin piping pre-fabrication for the Unit 2 – 2R23 Flow-Accelerated Corrosion (FAC) Piping Replacement Project. Prior to starting the pipe pre-fabrication, team members were required to complete up to two weeks of “in-processing” at Dominion’s training center in order to receive site-specific computer-based training and badging for unescorted access to the work locations within the power plant. The Cianbro team used the Dominion Unit 1 fabrication shop to fabricate the pre-outage spools. Upon completing the pre-fabrication scope in mid-September, the team shipped the new carbon steel pipe spools to Dominion’s paint shop for coating. During the remaining two weeks of September, the team set up rigging and staged tools, equipment, and the new pipe spools in the Unit 2 Turbine Building prior to the start of the outage on October 5th. The scope of work that took place during the three week outage consisted of Flow-Accelerated Corrosion (FAC) piping replacement. Through Ultrasonic Testing (UT), Cianbro’s pipe crew field-verified the dimensions of the existing piping as being near the minimum wall thickness due to internal corrosion, and then duplicated the pipe spools at the Unit 1 fabrication shop. The piping spools varied from ¾ inch up to 16 inches in diameter. At many of the locations, Dominion elected to remove existing carbon steel piping and replace it with a harder, more corrosion-resistant grade of chrome-moly piping. The chrome-moly pipe required a 400 degree minimum pre-heat temperature when welding. Dominion’s subcontractor, Analytic Stress, worked alongside the Cianbro team to provide heat treatment services. Cianbro’s subcontractor, TriTool, provided machine cutting and beveling services for the large bore piping. The three week outage required the team to ramp up in size and work two shifts to cover the six days per week, 24 hours per day schedule. Cianbro’s Project Team was led by Site Manager Jeremy Mace and included Terry Cullen, Shawn Bryant, John Coon, Tom Meunier, Gary Hayes, Charlie Riley, Josh Sault, Jake Peabody, Brian Lesage, Sierra Emery, Pat Stefens, Ben Gervaise, Derrick Brawn, David Frye, Dustin Kyser, Dan Brown, Amber Beiring, and Zain Cronk.

These team members all worked well together to complete the project safely and ahead of schedule, which allowed Cianbro to perform additional work beyond the original scope within the scheduled outage window. The administrative/financial support team included Damika Jones and Nate Jamison, whose efforts allowed work at the site to flow smoothly, and Tom Clarke, who provided valuable leadership to the site management team. A big thanks to Cianbro’s welding instructors, Justin Desrosiers, Mark Hayden, and Bill Mixer, for providing oversight and instruction to the Cianbro welders while getting them “tuned up” for the two required Dominion weld tests in order to weld at the nuclear facility. Last but not least, a special thanks to the Staffing Team led by Colleen O’Hare for their efforts in coordinating team member selection, applications, background checks, and licensing. Many thanks to the entire team for making this a successful project. 4 6,570 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R



Cianbro: The Environmentally-Friendly Construction Team

By Lauren Lohn

“A Colorado Springs construction firm has been fined $300,000 by the U.S. Environmental Protection Agency for stormwater violations at 16 big-box store construction sites in four states.” – Colorado Springs Gazette “The (EPA) settlement will require the company to pay a $925,000 penalty and install better stormwater control systems at its current and future construction sites across the country.” – Chesapeake Bay Foundation Construction often gets a bad rap in the environmental world, even when the project is establishing a required structure or energy source for bettering our natural environment or habitats. Let’s face it, digging up the earth or driving steel and concrete into a river do not exactly shout “Green” and “Environmentally Friendly!” The construction company is often the face of a project, and if that project was unpopular during development stages, the construction team putting the work in place is subject to scrutiny and often bad press. Sometimes, that bad press is warranted; after all, the rules we need to abide by in the project permits were developed for a good reason – to keep our planet, and our backyard, healthy for all of us to live in. That said, the good stories are rarely ever told, so here goes. Among many various work disciplines, Cianbro can add environmental stewardship. The majority of the projects that Cianbro undertakes require extensive environmental permitting which is often completed before the contractor is even selected for the job. Environmental requirements are established through the Environmental Protection Agency, Army Corp of Engineers, various state environmental agencies, and the requirements from each are often different. In addition, some local municipalities can have a say in the environmental aspect of Cianbro’s work before the construction crews get there. Who knew that the company would have to understand and implement all those varied government and environmental agency permits while incorporating the requirements into construction activities? But Cianbro does, and does it well. This is something to be proud of and to share. It can be difficult, as evidenced by the examples above, for a construction company to demonstrate a positive environmental reputation. Why is Cianbro different? The answer is simple: It is due to Cianbro’s culture. The company’s team members truly want to make a difference through the projects that Cianbro builds, caring not only about the quality and safety of the project, but how the construction of that project affects the surrounding community. That attitude and culture is a large part of developing good environmental stewardship. This is demonstrated to project owners by combining construction planning and management strategy with Cianbro’s environmental training and management tools. And the effort manifests itself in the community as a positive overall construction experience. Imagine the positive outlook a community might have after realizing Cianbro’s commitment to abiding by the environmental standards placed upon the project, and if 34

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possible, further reducing the overall environmental impact of that project through construction planning. Being “green” is still gaining in popularity in the construction industry, and projects are consistently required to meet stricter and stricter environmental standards – from the use of low emissions equipment to the granting of zero environmental impact permits. Cianbro has demonstrated an ability not only to meet those standards, but to care about the reason the regulations were developed. The company can be counted upon to be good environmental stewards for the projects that Cianbro builds. Excellence in Environmental Stewardship

MPRP Transmission Line Project Hundreds of miles of right of way were traversed by heavy equipment to construct new transmission lines in western Maine in order to improve power reliability for the public. This upgrade was the largest construction project ever permitted by Maine’s Department of Environmental Protection. The Cianbro Irby joint venture team completed the job AND reduced environmental impacts to wetlands through access planning and diligent coordination with the program manager and a third party environmental inspector. The team fully restored and revegetated all travel ways within one year of the line completion. n

Hadley Falls Fish Passage Cianbro completed various upgrades to an existing fish passage system for Holyoke Gas & Electric (HG&E) after installing the fish elevator in Holyoke, Massachusetts approximately ten years ago. Environmental studies on the effectiveness of the fish elevator and the dam’s environmental requirements n

Cianbro’s Wellness Program for 2016

resulted in the additional project to improve passage over the dam for short nose sturgeon. According to HG&E, this project was in planning for more than eight years before Cianbro was contracted to install the system improvements. The underwater bypass is a state-of-the-art design for fish passage, and the dam in Holyoke is one of the first to implement the system. To support construction activity, Cianbro installed a 140 foot construction trestle upstream of the dam in April of 2015. In addition to the team’s typical spill prevention and environmental precautions for water work, coordination with the owner’s environmental consultants was key. The relocation of Gray’s Sedge (a rare plant species) and completion of a field survey for mussels located within the trestle placement area had to be coordinated prior to installation of the trestle. This effort was complicated by the unusually cold winter and subsequent frozen ground conditions. Work downstream of the dam required installation of a sandbag cofferdam. Cianbro also completed fish surveys before and during the installation of the cofferdam to ensure there were no trapped fish inside. The team successfully incorporated environmental standards to manage rare plants and endangered fish species while completing the project ahead of schedule. Sarah Mildred Long Bridge Replacement New construction of a lift span bridge between Kittery, Maine and Portsmouth, New Hampshire continued throughout 2015. This is a challenging project not only due to the in-water and over-water work, but also due to environmental permits from the Maine Department of Environmental Protection, the New Hampshire Department of Environmental Services, and the Army Corps of Engineers. The environmental standards include time of year restrictions for in-water work, special requirements for hydro acoustic sound monitoring, and turbidity monitoring. All environmental requirements are incorporated into the project activity plans and communicated to project team members through environmental training. The standards are also reinforced with weekly environmental inspections. The project is moving into its second year of construction with no environmental issues, and positive reviews from transportation officials in both Maine and New Hampshire. n

The company is excited to announce new changes happening with Cianbro’s Wellness Program in 2016! Cianbro continuously evolves its programs to better meet the needs of team members while keeping in mind the ultimate goal of eliminating at-risk behaviors, both in safety and in health. To allow more flexibility and a better integration of safety, health and wellness, Cianbro will be bringing the coaching program in-house in 2016. The Healthy LifeStyle Program connects team members and spouses with a health coach to help reduce at-risk health behaviors. Not only are participants rewarded with better health, but they also earn credit(s) that are applied toward their medical premiums. Coming in 2016, team members and spouses will have access to new and exciting technology that will enhance their health and wellness experience. In addition to online access, new software will have smartphone applications that will allow for more advanced interactions, secure access to personal wellness information, and enhanced engagement features. Telephonic and in-person coaching will continue, and those who are not tech savvy will still be able to participate in the program just as they do today. As always, Cianbro will continue to maintain and protect the information and privacy of team members and spouses. Since 1996, Cianbro has worked with long-term partner Occupational Medical Consulting (OMC) led by Dr. Larry Catlett to implement and grow the wellness offerings into a nationally recognized, awardwinning program. Moving into the future, OMC will remain a key business partner, continuing to provide occupational health services to the company while Dr. Catlett continues as Cianbro’s medical director. 2016 will be a transition year as the company introduces cutting edge technology and health coaches that are part of Cianbro’s employee owned culture, measures that are designed to engage team members in new and exciting ways as they work toward a safer and healthier future.

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Management Development Program n

By Stefanie Millett

Alan Burton held many titles during his 38 years at Cianbro, and now he can add Bowling Coach to the list. The evening before he presented a seminar on progressive discipline to the Epsilon class of Cianbro’s Management Development Program (MDP), he joined the group for a camaraderie-building bowling competition. His enthusiastic coaching style propelled his team to victory. The next morning, Alan’s presentation drew enthusiastic participation because those gathered had gotten to know him the previous night. Alan closed his presentation reflecting on the process of senior leadership passing the Cianbro torch to the next generation of construction profesCianbro Institute sionals. “I’m excited about this group,” he said. “Cianbro is in great hands.” This is the magic of the Management Development Program. Facilitator Allison McDonough orchestrates the agenda of each session to accomplish two goals: First, MDP builds the skills of each individual through three retreats, each packed with expertly presented subjects pertaining to project management and professional leadership. Second, MDP builds Cianbro’s leadership team by presenting opportunities to bond with peers in other markets as well as senior management…from bowling with Alan Burton to throwing darts with Russ Rodrigue to swapping football stories with Brian Watson and Jim Theriault. The depth of Cianbro’s commitment to MDP was demonstrated through Cianbro’s Board of Directors. Board members Mac Cianchette and Elias Karter gave their time to present their views on culture and long-term strategy. The entire Board gathered for a celebratory dinner on MDP’s final night and thoughtfully answered questions during a Question & Answer session. These diverse experiences prepare program participants for rotations in estimating, project engineering, and supervision. Congratulations to the Epsilon Class of MDP: Chelci Allis, Hunter Anderson, Sam Bouchard, Bernard DiAngelo, Matthew Foster, Daniel Ghitman, Ryan Hawkins, Matthew Jones, David Katende, Ernest Kilbride, Jr., Robert Mayhew, John Merrill, Daniel Pellerin, Mack Susi, Ron Wheeler, and John Woo. In honor of the Epsilon class, here are five lessons learned during the fifth year of MDP:

I’ve had Peter Vigue’s words stuck in my head, “Every problem is an opportunity. Every mistake, an education.” If we can have that positivity on all projects without losing our focus on safety, we can do anything. – Chelci Allis

Communication is key to resolving issues within our teams. Forging connections with managers across departments is just as critical to keep our organization moving forward as one. – David Katende

I realized a few minor adjustments I’d like to make personally to implement a more “Me to We” mentality that will increase the impact I can have on our newer team members. – Ron Wheeler

I really enjoyed the opportunity to speak to and interact with the group. I found the discussions with members of the group, both in the meeting and at dinner that evening, to be rewarding and thought provoking. It gives me comfort that Cianbro is developing a strong and deep management bench. – Elias Karter Cianbro Board of Directors

No matter how much we grow, we need to keep our culture strong to keep our company strong. – Rob Mayhew


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Mike Crider gives MDP participants a tour of Cianbro’s Wharf project

Equipment Group Retirees:

A Fond Farewell to Four Familiar Faces Cianbro Equipment n

By Nick Arena

There will be a different look around the Equipment Group in 2016. Four familiar faces have retired. Ron Peterson, Tom Closson, Roger Hutchins, and Tom Popick have begun the next chapters in their lives. Ron Peterson served 28 years with Cianbro, and for most of that time was with the Equipment Group. Ron is a Master Electrician, and over the years he had come to know every outlet and circuit breaker in the Pittsfield repair shop. In addition to keeping everyone in the building powered up, Ron was responsible for maintenance and repair of the hundreds of welding machines and other electrical equipment. Ron became certified by Miller and Lincoln as a technician for their welding equipment. The manufacturers allowed him to perform warrantee work on Miller and Lincoln products here in our own shop, saving the company thousands of dollars every year. Ron was always a great source of information for his teammates and always gave advice about home electrical problems, code requirements, and satellite TV issues. Surely, his former co-

In memory of

workers will continue to find a way to put their questions to Ron, and without a doubt he will answer with pleasure. Tom Closson spent 18 years behind the wheel of a big blue and gray tractortrailer, delivering cranes and equipment to Cianbro jobs up and down the East Coast. More than one and a half million miles of his three millionplus mile driving career were racked up with Cianbro. When the lease was up on one of the Cianbro road tractors that Tom had been driving since new, he had put 530,000 miles on it and it had never needed the front brake pads replaced! This speaks to the caliber of driver that Tom Closson is; always looking ahead, no quick stops, and very easy on the equipment. Around the same time that Tom came to work for Cianbro he acquired a 1966 Plymouth Barracuda. The car has been sitting in the garage waiting to be restored. Tom isn’t worried about not having anything to do with his time because the restoration begins this spring. Roger Hutchins leaves with 31 years of service at Cianbro. Roger started as a mechanic, but his thoroughness and attention to detail soon earned him a supervisory position. He seemed to be everywhere at once, all day long. Staging things for

his crew to work on, passing on some of the tricks he picked up over the years, and making sure that each unit was clean, fueled up and ready to go were just a few of the many things that filled Roger’s day. Sometimes referred to as the “caffeine injected gerbil,” the best way to find Roger if you were looking for him was to stand in one place. If he was not right there you could be certain that he would be back by in a matter of minutes. This winter, Roger is breaking in some new hiking boots because in the spring he is headed out west to use them, as well as putting some miles on his mountain bike. Tom Popick received his 25-year watch and his retirement rocking chair at the same ceremony. Very efficient. Tom began his Cianbro career as an electrician before coming to the equipment group as the small tool specialist in the Bloomfield, Connecticut office. He will be remembered for being very particular about the tools he sent out, and also for his great sense of humor. An avid Miami Dolphins fan, he took a good deal of razzing from the New England Patriots fans he dealt with from the Pittsfield shop. He gave his share of razzing himself. If you are looking for Tom, you will surely find him on a golf course as soon as the weather gets nice. Thank you, gentlemen, for the many years of service and for helping to make our company great. We wish you many years of healthy and happy retirement.

James Rusconi

On November 7th, 2015, Cianbro lost a good friend, Jim Rusconi. Jim’s career touched nearly everyone in the company’s Southern New England area over the years, especially those projects requiring a welder. Beginning in 1982, working on both DOT and industrial jobs alike, Jim supported nearly every major Cianbro project in Southern New England. His knowledge of welding processes, technique and QA/QC protocol was second to none, as he was called upon to solve problems for project managers and customers alike. Later in his career, Jim shared his knowledge of welding from basic techniques to high pressure piping. Operating the weld training shop at the Bloomfield facility, he was able to support the growing demand for quality welders in the region. There was more than welding to learn at “Rusconi U,” as Jim imparted company values, work ethic, and leadership to his students. Jim’s legacy is a generation of welders and leaders who he trained, coached, and mentored over the years. “Jim’s steadfast courage and determination to overcome health issues was an inspiration to all who knew him,” his coworkers wrote in response to his passing. “Rather than complain, Jim would keep us in good spirits with dry Yankee humor or by telling amusing stories about old tractors. Jim’s passion for collecting and restoring antique tractors is how many of us will choose to remember him: Jim out on the family farm cutting and baling hay. He is missed every day.” C I A N B R O F A L L / W I N T E R C H AT T E R



Pages 38 thru 40 honor our active Cianbro team members who have one or more years of service n

50 Years


46 Years


43 Years

Thomas I. Caldwell Henry M. Cone Peter G. Vigue

George Bell Malcolm Cianchette Gary L. Taylor n

42 Years


41 Years


40 Years

Rodney A. Leach Dale E. Wilson David W. Leavitt Forester Sprague Jr. James M. Bonney Thomas N. Floyd Frank J. Susi n

39 Years

Steven A. Perrault Larry R. Scott n

38 Years

John L. McAfee Mark W. Nordgren n

37 Years

Roy H. Bolton II Charles Cianchette Roderick L. MacKay Jr. John L. Purinton Douglas E. Ranks Michael B. Scott Thomas E. Stone n

36 Years

Eric S. Brown Henry T. Cook Donald Keresztenyi Bryan Libold Kaven Philbrook David D. Shorey Charles Tibbetts Benjamin L. Wagg David A. Webster Archie Wheaton n

35 Years

Thomas J. Belanger Howard L. Briggs Coleman W. Butler Jeffery A. Carr Michael L. Crider Daniel L. Duperry William Hadlock Mark D. Hayden Michael D. Hayden Ernest E. Kilbride Brent F. Kirby David P. Lewis Gary A. Parker Shelby A. Sawyer David C. Sutcliffe Gregory E. Wing n

34 Years

Dominick Arena Dana S. Bragdon Richard L. Brown Jr. Cindy R. Clark William H. Dusty Alan R. Goepner William W. Merrill


Aubrey L. Moore Richard K. Moors William N. Moulton Chet J. Muckenhirn Rufus W. Simons Nathan S. Weston Jerome D. Wood n

33 Years

Mona D. Evy Alan D. Fisher Ronald K. Oliver Daniel S. Perkins Michael A. Potter Brian W. Watson n

32 Years

Lee A. Aylward Lynn M. Cianchette Scott Clements Douglas A. Dow Robert M. Drzewiecki Gary R. Gagnon Troy G. Martin Dan D. Orcutt Herschel Rackliff David G. Saucier Ernest Selberg Jr. Stanley E. Webster n

31 Years

Kimble F. Chapman John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut William A. Reid n

30 Years

Penny-Lynn H. Abbott Paul R. Belanger Laura H. Henry Jerome J. Humphrey Scott B. Ludden Bradley H. Marquis Lloyd E. Moore Robert C. Owens Michael L. Raven Timothy F. Vigue n

29 Years

Dennis E. Beisaw Neal T. Dawes Barry J. Gordon Craig O. Holmquist Terence Lemieux Keith B. Magoon Rae F. Randlett Michael A. Raven James H. Richards William F. Stetson III Leslie D. Vigneault Kevin M. Violette n

28 Years

Anthony A. Ayotte Shawn H. Bickford David E. Bond Brenda L. Cote Kevin H. Curry Joseph C. Friant Jean E. Gantnier Ernest J. Long Thomas B. Meunier Ronald S. Nickerson Roderick A. Pease Scott M. Remillard Dale D. Smith Scott S. Young

27 Years

Jacqueline E. Arsenault

Theodore B. Baxter Bruce H. Beane Richard E. Beliveau Jurgen G. Bell Garry L. Billings O’Neil E. Boivin Trent C. Clukey Mark D. Cochrane Robert B. Currier Glen S. Dickinson Jack H. Dodge Jr. John P. Gamage Michael R. Hilton James F. Leavitt Howard A. Lynds Glenn G. Masse Douglas J. McPheters Darin W. Merrifield Brian E. Michaud Charles W. Nutter Carol J. Ouellette Leland V. Page Jr. David G. Parsons Barry J. Perkins William W. Ring Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor James E. Towle Elbridge G. Watson Thomas Wozniak Mark J. Zagrobelny n

26 Years

Kris M. Ballard Vera L. Bryant Philip R. Dube Richard G. Fish Allan D. Harriman Brian T. Hartness Timothy N. Jackson Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman n

25 Years

Wayne M. Denny Kellie A. Duplisea Richard J. Godin Dann L. Hayden Lawrence W. McAlpine Billie J. Perkins Shawn H. Ramsay David A. Smith n

24 Years


23 Years

Leonard W. Brooks Earle A. Cianchette Thomas J. Hamel Eusebio Heredia Soto Paul M. Holmquist David L. Magoon Craig R. McConaughey Jeffrey T. McPherson Daniel R. McPheters James M. Rossi Kimberly G. Sieber George W. Tapley Jr. Victor Ugalde Duane J. Boissoneault Charles A. Brower Lauren E. Dow Robert M. Hall Terrance L. Hayes Todd A. Hoffa Mark J. Masse William J. McLeod

C I A N B R O F A L L / W I N T E R C H AT T E R

Scott B. Mitchell William J. Mixer Joseph R. Oliver John R. Ryan Jonathan D. Sacks Robert Q. Seegmiller Vaughn A. Sinclair Charles E. Tapley Dwayne A. Tootill Andi Vigue Max S. Wahl n

22 Years

Mark S. Blanchard Thomas E. Carranza Kevin B. Crowell Eric E. George Tim E. Gorham Edward W. Grignon John S. Keszler Rick C. Leonard Dennis A. Ryan Jr. Michael S. Stevens Cory P. Thompson Andrew L. Tower n

21 Years

Tina Adams Clint H. Chase Tara K. Coffin Jon G. Collins Milton A. Cruikshank II Dawn Erb Paul D. Franceschi Yves P. Gagnon Kevin L. Grass Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. Brent E. Luce James L. Pelletier Amy E. Webber Von L. Weese Michael S. Zemla n

20 Years

Chris G. Alexander Craig G. Alexander Richard A. Bachelder Jr. Michael W. Bennett Michael D. Bishop Norman C. Blakely Jason A. Butler Jason A. Curry Lincoln C. Denison Jr. Thomas G. Dewey Chester B. Dolloff Todd J. Folsom Robert A. Gould Dennis A. Greene Mitchell E. Hayden Joseph B. Hyde Edward E. Jones Joseph A. Kennedy Scott A. Knowlen Kevin Kokotovich Michael R. Lilley Kirk R. Maenhout Thomas E. Mahar Wayne D. McNally Timothy G. Murphy Joseph G. Orlando James J. Peakes Sandra E. Perreault Joseph H. Plourde Patrick L. Slawek Timothy F. Stauder Christopher L. Stevens

Raymond M. Therrien Kim A. Tozier Troy T. Twitchell Daniel J. Williams Debra L. Wilson Kenneth P. Woodcock n

19 Years

Michael A. Berry Andrew E. Bowden Patti-Lynn Brann Kristen A. Chipman Ralph S. Clukey Robert B. Costine Wayne S. Enman John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Charles G. Hall Jeffrey A. Hall Brent A. Haskell Robert L. Lane Jr. Cesar O. Matul Donald L. Prevost Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Garry A. Sawtelle Larry R. Snowman Jr. Kenneth D. Tibbetts Steven C. Trombley Frank J. Trumble Jennifer L. Turcotte Bradley A. Vanadestine Ronald E. Wedgewood n

18 Years


17 Years

Allen P. Beaulieu David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Craig L. Chambers John P. Coon Jr. Keith Costigan Clarence A. Cote Patricia L. Dickinson Richard P. Dilsner Christopher K. Downs Michael G. Dube Chaderick A. French Paul J. Gaboury Maurice A. Gould Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Brian R. LeSage Eric R. Lewin Manley B. Lyons Thomas Mawhinney Randy M. Morin James D. Musselwhite Mark M. Nelson Thomas W. Noble Scott S. Penney Richard A. Preble Susan L. Roberts Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Robert E. Small Aaron W. Walsh Dana R. Woods Scott L. Alexander Christopher R. Bagley Aaron F. Barbalate Esteban Bernal

Shawn M. Bickford Benjamin R. Blodgett Richard S. Brescia Delmont L. Chase Jr. John G. Clark Bobbi J. Collins Allyson B. Coombs Robert P. Courtney Keith R. Edwards Kelvin R. Friend Buaris J. Gervais Jeffrey A. Gillespie Gary Guindon Christopher S. McKenna Novak Nedic Seth S. Norton Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams n

16 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Allen D. Clark Thomas E. Clarke Wesley M. Corson Rodney W. Crocker Adele D. Diodato Jacob R. Dionne Shawn A. Doran Neil G. Dupont Michael T. Edwards Howard L. Fernald Luke E. Finley Barbara Fortin-Poirier Peter A. Foster Langis D. Gagnon Donald A. Goodwin Ryan J. Graves Darren E. Gray Leslie C. Hayden Aurelius S. Hinds III Mark E. Hutchins Scott A. Jackson Donna A. Jacques Shawn A. Lambert Eric M. Lane Jeremy W. Lane Jose A. Luna Torres James E. Lyons Jeremy B. Mace Ryan L. Marcotte Gary L. Mason Cesar A. Matul Santos T. Matul Rodney A. McAvoy Garrett R. McVaney Garth Miller Russell J. O’Neal Lora J. Pitcairn Christopher R. Pond David A. Powers Shawn A. Reid George Rendon Thomas S. Richter Jason G. Rourke Francisco Salazar Paul R. Saucier Joy L. Schobel Donald R. Smith Gary W. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow Jeremy S. Whitney Walter T. Willard


15 Years

Ernest A. Adams Hunter J. Anderson Calvin A. Andrews Ronald D. Ayres Jason L. Batchelder Maurice B. Batchelder James P. Benson Christopher L. Brann Scott K. Bumps Ulicer Castro Linwood T. Charette Joshua A. Clark Roland S. Clark Darrell D. Clement Gloria J. Cook John A. Daley Donald F. Davis Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Lavina J. Freeman Randy S. French Todd A. Fulmer Joseph A. Glidden Jr. Jason J. Harris Oscar A. Hernandez Frank Holliday Jr. Lance C. Keen Cecil L. Kershner III David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Sue Noiles Kevin R. Pond Michael S. Roderick Terry L. Rosensteel Nicholas L. Rossi Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko Michael J. Wilczynski n

14 Years

Darryl S. Bowers Michael A. Cavaliere Kye N. Chon Kate M. Cooley Bruce A. Cummings Dana J. Cyr Destiny S. Demo Alfred D. Desrosiers Douglas W. Easter Brian R. Edwards Seth M. Goucher Genaro G. Guardado Robert F. Higgins Jr. Clark J. Holden Benedict S. Jasud Lawrence G. Johnson Christopher Kammann Timothy J. Leclerc Isaac E. Machic Concepcion Majano Mark A. Malatesta Stephen R. Montgomery Susan L. Morrison Devon E. Nadeau Clyde M. Newby III Ronny M. O’Brien Garrett J. Plourde Matthew T. Raven Mark I. Seavey Thomas R. Smith Scott D. Thies Joshua M. Turner Jerry J. Upton Adam S. Violette Brent A. Walker Mark D. Whitley n

13 Years

Danielle R. Anthony James R. Baillargeon

Jesus Bernal Arthur G. Bolduc Lamar J. Boyer Jeffrey N. Carver Bruce D. Chesley James B. Chick II Gary L. Crane Daniel J. Dickey Carl D. Franck Michael J. Franck Robert J. Franck Lewis A. Gatcomb Todd W. Gilley Michael D. Hachez Gary L. Hanmer Gary R. Hayes Matthew M. Hebert Mathew J. Henry Alan R. Hilton Leonard M. Jackson Wayne A. Kimball Jeremy E. Kyllonen Brian E. Labbe Thomas M. Leonard Jean-Paul J. Lettre Richard K. Lyons Terry L. Malloy Gail E. Mayo Peter McCormick Charles H. Moulton Billie J. Nelson-Clark Jeremie R. Nutter Paul A. Osborne Derek S. Perkins Aaron L. Preble Christopher P. Queen Rae F. Randlett III Jeffrey D. Robinson Leigh A. Ross Dean N. Schofield Harold E. Sherwood Jr. David A. Stenzel Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Domingos B. Tavares Daniel H. Wiedmer n

12 Years

Matthew A. Bradeen Jose F. Carreira Jeffery K. Crowell Ted B. Dunn Timothy M. Fiske Robert M. Gallant Jeffrey D. Gilbert Roy A. Harris Edwin J. Hutchens Jr. Jeffrey M. Jones Thomas P. Kinsella Russell R. Lane Gary G. Laskowitz Brian M. LeComte Randy T. Matthew Albert J. Michaud Michael J. Morelle Richard M. Noblet Amy L. Page Andrea L. Pelletier Thomas G. Perrier Debra B. Scott Julia C. Smith Richard A. Toothaker David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

11 Years

Charles S. Allen Ralph E. Allen Robert A. Bagley Jose A. Bernal Bruce J. Brown Marc J. Caldwell Wayne G. Canwell

John R. Colburn William A. Cote Adam N. Coulombe Aric Dreher Corey J. Drost Sarah C. Enos Eric C. Fudge Joshua T. Gale Justin L. Goodale Jose N. Guzman Otero Mark A. Hansen Christopher M. Henry Jacques P. Hobbs Christopher E. Jarvais Marc S. Jedlowski Stephen G. King Robert D. Kitchin Justin L. Ladd Nathan D. Landon James E. LePage Justin D. Murray Sarah S. Nelson Chad A. Page Daniel S. Perkins John A. Rossignol Susan A. Scheyd Enos J. Schissler Wendy S. St Amand Trinidad B. Suarez Cory W. Verrill Richard C. Walkling Jr. Timothy C. Walton Richard E. Westberry Jr. Tim Whitmore n

10 Years

James R. Adams Clifford S. Albert Lisa M. Barnes Isaac Benitez Richard J. Bryant Daniel P. Butler German P. Cabello Erica D. Caldwell Stephen W. Clendenning Melissa A. Corbett Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Kurt A. Dickinson Steven T. Dube John W. Eckenroth Thomas M. Figura Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Young C. Hong Hsiao Chin Hwang Paul R. Labrecque Rex Lagle Steven G. Lavallee Joseph P. Lickman Durant Marion Stuart P. Mullis Steven Peters Michael C. Rand William A. Richardson Eric D. Saucier Ruben J. Schofield Peter H. Smedberg Darren R. Smith John B. Stewart Craig A. Stockwell David F. Stoddard Joseph M. Thomas Jr. Anthony J. Tibbetts Peter A. Vaillancourt Michael G. Varney Jose U. Vasquez Jamie D. White n

9 Years

Matthew A. Anderson Jesse A. Athorp Matthew G. Brawn

Shawn R. Bryant Steven G. Camire Chih T. Chen Raymond A. Collins Jason E. Croman Carl J. Cross Jr. Debra L. Cyr Keith S. Dawley Joshua B. Emmons Robbie W. Ferguson William K. Gassert Zaccheriah J. Gidney Jacob M. Gorman Derrick J. Graves Michele J. Guyette Benjamin A. Hall Nicole R. Hardy Megan L. Hart Ryan C. Hutchinson Wayne A. Jordan Ronald Kief Miranda L. Kinney Carlos E. Kwakutse Dustin L. Kyser Jesus Limon Michael P. MacVane Stephen C. Malatesta Allison M. McDonough Andrew C. McFarland Philip D. McKenney Nicholas A. Meader Bruce R. Metrick Christine M. Nadeau Gary R. Nash Katie A. Noiles Stuart A. Northup Jason B. Obereiner Daniel T. Pellerin Shane D. Reisinger Joshua B. Sault Jason T. Shinaberry Gary A. Steward Turney E. Taylor Jason R. Thereau Thomas U. Viles Benjamin L. Ward Susan H. Weeks Richard A. White Tricia L. White n

8 Years

Jerry C. Adams Marbin A. Alvarenga Michael L. Anderson Samuel A. Baker Sean A. Banks Megan M. Barnes Alfred T. Baron Donald J. Beliveau William E. Bonneau Robert N. Bouley Daniel R. Brown Joseph S. Buckley Ray L. Bush Miguel A. Cabrera Jeffery A. Carr Jr. Paul D. Carter Aaron Cianchette Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Joseph D. Cote Rodger D. Cote Deborah A. Croteau Jason L. Despaw Thomas P. Dodge Joseph C. Ducharme Donald D. Duvall Shane C. Ennis Jose L. Felix Robert D. Gann Justin D. Gemmell Aaron P. Gibbs Michelle L. Godsoe Wilbert A. Gonzalez

Kleber J. Gould Dee Ann L. Grazioso Ashley A. Grindle Alan B. Grover Nelson Guzman Jason L. Hancock Peter A. Hill Mark M. Hovey Justin K. Huber Lori J. Hughes Cathy M. Hutchins Nathan L. Jamison Jessica A. Kandel Christopher T. Karlen Michael R. Keim Elizabeth L. Kennedy Steven F. Lancaster Thomas R. Langille Patricia A. Lawrence Jeffrey C. Lerch Jordan R. Lyford Nolvir H. Macario Adam J. Mazerolle Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Brenda E. Nichols Aaron P. O’Donnell Colleen K. O’Hare Cosme G. Paredez Ralph C. Pearl Kyle D. Pellerin Juan R. Perez Ryan P. Perkins Zachary E. Perrin Aaron M. Poole Will A. Portillo Matthew Q. Proctor James K. Roy Cristian R. Santos Timothy C. Sawyer William A. Sawyer Christian E. Stefens Matthew S. Sullivan Ernesto A. Tejada James L. Theriault Christopher M. Tibbetts Michael S. Tripodi II Anthony V. Turner Kenneth R. Underhill Zebediah E. Underwood Christopher M. Vainio Joseph P. Vanidestine Timothy D. Washburn William F. Woods Scott E. Wright n

7 Years

Suzelle G. Allain Garry L. Allan Ulises Alvarenga Corey M. Blagdon Michelle A. Boutilier Derrick M. Brawn Kevin K. Brogden Debra L. Brown Jason J. Canarr Jeffery P. Chandler Eric T. Clark Jonathon Correia Jillian J. Cote Christopher C. Courville Philip DeRoo Russell O. Dunn Derek G. Fitzgerald Tony D. Foster Scott R. French Matthew D. Gale Robert L. Greene Jr. Andrew W. Hallett Rigoberto B. Hernandez

Derek M. Hilton Kyle P. Jensen Sean G. Kelley Eui C. Kim Jacob A. Klaiss Jack A. Klimp David C. Leith Jr. Janelle H. MacDermott Scott R. MacDonald Amanda M. McDermott Michael C. McGeady Nicholis R. Nelson Hong Ki Park Brian P. Pelletier Jay M. Reynolds Douglas J. Robinson John D. Savage Billy A. Sawtelle Brayden L. Sheive Gabriel M. Sloane Matthew J. Smith John F. Stevens Jr. Eric D. Vivlamore Douglas Williams n

6 Years


5 Years

Chad E. Burgess Dana C. Churchill Benjamin B. Connors Glen K. Conrad Bernard F. DiAngelo Adam J. Eastman Michael Evanchak James M. Flear Michael D. Gomes Henry Hardy Adam J. Hughes Karen J. Hyland Daryl M. Kelly Steven V. Konka John D. Lee Wilson A. Macario Nicholas J. Martin Stephen D. Mitchell Dennis C. Morris Scott L. Morris Patrick A. Morse Steven M. Osborne Jeff J. Sargis John D. Schill David M. Sheehan Patrick J. Smith Ryan M. Smith Aaron M. Stevens Robert D. Stewart Douglass D. Timms Michael R. Tripp Bruce E. Weston Jonathan J. Wheaton Ronald J. Wheeler James W. White Hannah L. Bass Gerry L. Batchelder Gene M. Bates Guy S. Berthiaume Daniel M. Brann Eric J. Brazeau Stephen Broznowicz Keith P. Campbell Jesse S. Chase John E. Ciolfi Christian B. Crosby Michael P. Davis Thomas L. Desjardins Jason M. Edmonds Anthony M. Faiola Austin J. Fisher Kathleen B. Flenke Monique S. Foster Colin French Scott H. Gibbs Derek L. Grenier Nicholas L. Hesseltine

C I A N B R O F A L L / W I N T E R C H AT T E R


CIANBRO ANNIVERSARIES continued James P. Higgins Jr. Matthew W. Kling Bruce R. Knox John P. Lisenby Ryan L. Lockhart Edwin A. Luna Ordonez Julio A. Matul Joseph W. McDonald William C. Mitchell Samantha Neal Reed J. Perkins Silvino F. Pojoy Scott C. Rand Russell M. Rodrigue Michael D. Salley Kevin E. Shilko Diandra J. Staples Wade M. Teryek Robert A. Tourtelotte Philip J. Vigue Lauren C. Walsh Lohn Corey E. Ward Nikki M. Yawn Michelle S. Young n

4 Years

Sean P. Abramson John R. Adams Andrew J. Aldrich Richard Bartucca Jr. Benjamin I. Beaulieu Bryan K. Boatright Roy H. Bolton III Darryl N. Brown Dakota W. Bryant Lee E. Burke Eben Campbell Joseph L. Campbell Julie K. Carmody Frank P. Carter Mary C. Casey-Walsh Patrick J. Chamberlain Alan W. Chesson David Croteau William G. Davis Michael Dill David K. Doherty Heather R. Ducharme Kelby Duplisea Brett A. Dyer Shane Federico Travis D. Fergola Aaron J. Fluellen Jeffrey T. Fortier William Foster Donna M. Gladu Brandon C. Glencross Eric Goodale Roman Gosselin Warren R. Gosselin Tyler Graves William E. Grimm Daniel E. Guiliani Ross Hallowell Adam L. Harmon Christopher Harney Randall S. Harris Matthew Haskell Michael T. Hathaway Kevin A. Havey Zachary L. Hayes Christopher G. Hendl Joshua Holston Jeffery Howe Timothy Irish Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jeremy Ladd John Lampinen Nathan M. Lancaster Norman A. Linnell Charles H. Longmuir Kendra R. Ludden


Nicole A. Malatesta Ronald Malonson Randall D. Marcotte Sarah H. Martin Terry A. Martin Jeffrey J. Mason Douglas C. Maxellon Carl V. McAdam Cameron McLellan Robert L. McMullen Luke D. Michaud Patti L. Mikeska Jeremy R. Moody Daniel Mooney Cameron D. Moore Matthew A. Novicki Dennis V. Ordway Dylan S. Osnoe Anthony J. Passmore Jack M. Patterson John Pearson Andrew Pelkey John A. Perkins Jr. Samuel L. Petrie Kyle Pike Frank E. Poirier III David J. Pomerleau Rachel Porter Jacob L. Ramp Kate C. Ransom Emmett E. Reid Jason Richard Frances J. Riggs Albert A. Rowbotham Jr. Joseph H. Schackart Spencer W. Seiferth Christopher Simmons John D. Simms Jr. Rodney N. Small Bradley P. Smith Kenneth N. Spear Kevin J. Talley Bradley G. Therrien Dale L. Thompson Joel C. Thurman Tammy J. Vance Anita M. Verrill Richard A. Viens Michael T. Warman Cheryl L. Waters Scott A. Wheeler Chris S. Willigar Sr. Brandon D. Wilson Neil T. Wooley Ronald C. Wright Reginald T. Young Matthew R. Zilliox Andrew J. Zimmerman n

3 Years

Vili D. Ascencio Carlos Bauzo Thomas J. Bean Gary R. Bell Miguel A. Benitez Andrew P. Bisol Rickey L. Bowman Sean M. Briggs Tyler J. Brougham Christian W. Bryant Paul H. Burmeister Alison A. Burwell Craig V. Bussell Mark Carbone Rena P. Cater Richard A. Clark Terrence M. Daigle Jr. Lizardo De La Cruz Pamela J. Dunphy Amy L. Ellsworth Nathan P. Frazier William Harvey LaTrice N. Hines Bruce W. Hughes Jr. Michael P. Isaacs

Leonard Janssen Richard Jerome Eve E. Jordan Brenda Kidwell-Petito Clay B. Maker Patrick K. McShane Sr. Kyle D. Mercer Elwood D. Moore Daniel B. Moulton Ryan M. Nadeau Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Francisco Pena Reyes Renee A. Perkins Jordan Pomerleau Luke D. Pomerleau Matthew J. Pooler Victor A. Quint Charles J. Rackley Craig C. Rideout Patrick R. Rivard Eric J. Roberts Justin D. Rutledge Nicole R. Setzer Edward Simpkins Robert C. Smothers Jeffrey D. Snyder James W. Stills III Christy C. Stock Glenn A. Sutton Stephen M. Thomas Douglas C. Thompson Penny L. Townsend James F. Underwood Christopher A. Varnell Kyle R. Wentworth Rosanne M. Wess Patrick D. Wesseldine Kevin W. Williams Lawrence B. Winkler Jr. Ryan L. Witham Brock E. Worster n

2 Years

Kyle F. Ayer Kenneth E. Batchelder Christopher M. Bates Chad R. Bemis Devon J. Blodgett Darius Bors Sam L. Bouchard Donald E. Bradford Buck A. Bright Jordan M. Burdette Peter J. Buscarello Lukas F. Chamberlain Jean Charles Ross H. Clapp Joanna Cohen Kristofer A. Davis Keith D. DeCoste Jorge L. Diaz Brendan R. Donaldson Courtney E. Dufour Brian D. Dunn Leonard A. Farrington George E. Feero Jr. Wallace E. Ferreira II Matthew D. Foster Krista J. Gartland Brian A. Gruber Michael T. Hachey Damon M. Hand Allen D. Hart Lee M. Herasymchuck Daniel G. Holt Paul D. Howdyshell III Federico T. Ilao Korin K. Ingraham Matthew L. Jones David Katende Ernest J. Kilbride Carman L. Kirkpatrick

C I A N B R O F A L L / W I N T E R C H AT T E R

Drew P. Knights Alvaro Lemus-Perez Selvyn Macario Barrios Norman G. Magner Peter M. Malikowski Sarah E. Malikowski Dennis R. Martin Matthew D. McKusick Ryan A. Merrifield Stanley C. Michaud Jeffery R. Miller Mark J. Moore Timothy D. Nelson Travis A. Noyes Cynthia M. Paugh Jason S. Paugh Randy L. Pender Gary C. Perrett Bradley M. Phillips Jennifer Robbins Francisco J. Ruiz Rivera Jose Ruiz Rivera Bobbi J. Ryder Jaime A. Saavedra Luke P. Sirois Stephanie A. Smith James L. Sosebee Mitchell P. Spatz Penny A. Sroka Adam J. Surface Kyle B. Surface Mack F. Susi Carmen M. Tabone Edward Throgmorton Joseph C. Wierzbowski John K. Woo David L. Wright Michael J. Wyatt Brittany N. Yeary Bryton L. York

1 Year

Melody L. Alford Jeffery C. Allen Chelci N. Allis Jose Alvarenga Alexander H. Anderson James R. Anderson Keith M. Anderson Christopher J. Angelini Jacob D. Applebee Peter A. Aziz Susan K. Bagley Travis S. Beem Richard Berrios Alex R. Berry Courtney O. Bierman Macey S. Bland David J. Bond Corinne L. Bowden Benny E. Bowers Jr. Lawrence E. Bradford Christopher A. Bridges Samanah A. Brown Caleb N. Bryant Logan A. Bui Jacob D. Burke Wyatt G. Butler Antonio J. Canas Wesley S. Caparratto Mason R. Caron Benjamin Carranza Jessie W. Champagne Devin R. Clavette Austin M. Clemons Matthew K. Cloyd Stacy O. Cole Zain E. Cronk Juan A. Cruz Jr. Cory M. Currier Jason T. Daley James B. Davis John L. Davis Michelle Davis Nicholas R. Dawes

Jose R. del Puerto George M. Dineen Frank A. Dinsmore Cody A. Dolan Ryan L. Doody Aaron P. Downing Perry J. Downs Samuel T. Dudley Emery A. Duffield Christopher J. Dumont Bradley H. Dwinal Keenan M. Eaton Christina M. Ecret Allen B. Edwards Mark E. Elliott Jr. Mindy P. Ellis Sierra R. Emery Rocky J. Ferran Darron J. Fior Ian J. Fortin Katharine M. Foster Christopher D. French Justin J. French Matthew E. French David J. Frye Susanne M. Gelenter Daniel A. Ghitman Ethan N. Gilbert Penny N. Godsoe James A. Goodwin Brandon K. Gotwalt Walter F. Govern III Ryan M. Graffam Evan R. Grant Joshua A. Gray William F. Hadlock Ryan M. Haggan Paul E. Haggerty Michael A. Hanson Cameron D. Harlow Ryan K. Hawkins James T. Helma Johon M. Hidalgo Cruz Colby L. Higgins Ramon Q. Hill Logan J. Hitchcock Moon P. Hong Florent Hoxha Michael S. Hubbard Axel T. Hubbs Brett A. Huber Scott M. Hunt Haley A. Hunt Griffin Brandon N. Hyson Matthew D. Jay Damika N. Jones Keith E. Jones Jr. Hilaree J. Jovanelli Salomon S. Jurado Jesse F. Kamienski Brendon M. Keister Nicholas C. Kendall Caleb R. Keune Patrick A. Kilbride Scott D. Knight David V. Korb Rex F. Lagle Gage A. Lake Meredith R. Lambert Craig M. Lane Craig P. Lavalla Andrew J. Leali Gerard R. Leblond Charlotte A. LeMar Joshua K. Linscott Elise A. Littlefield Paul J. Lizotte Alan W. Lockhart Matthew A. Lucas James A. Maley Justin M. Marcellino William D. Marconi David J. Martin Jane E. Mason Rafael U. Matul Lopez

Donald R. May Jonathan O. McCargar Tim I. McClintick Manus E. McGeady III Rebecca A. McGinnis Jeffrey T. Melcher Dalton J. Miller Trevor R. Miller Stefanie C. Millette William G. Mixer II Miguel Molina Valencia Lynn M. Morin Maxwell R. Morin Nathan A. Morris Shane A. Moulton Mark A. Murray Sandra E. Noble Christopher M. Norton Juan A. Ortega Jaquez John G. Patten Jacob R. Peabody Matthew J. Pearl Riley W. Pelletier James T. Pettit Ruel K. Poissonnier Austin D. Porter Benjamin S. Powers Shelby L. Pratt Brendan A. Quinn Ethan J. Raymond Elizabeth F. Redmond Mark G. Reed Adrian A. Reimann III Maxwell C. Reiser Jeremy R. Rhine Amanda L. Rhodes Alyssa G. Richey Dina S. Riendeau Marvin R. Rivera Terrance L. Rose II Carrie A. Saindon Michael R. Secrist Kurt L. Shann Eric J. Shockley Eric P. Silvestri Tracie D. Skelly Clayton L. Smith Jakab E. Smith Thomas A. Smith Kameron K. Souza Jeffrey C. St Peter Patricia A. Stagno Patrick J. Stefens Clarence B. Stephens Lance W. Stevens Jake D. Swift Steven R. Tasker II Anthony D. Taylor Jr. Shawn D. Thomas Jessica M. Tilton Daniel R. Tourtelotte Ryan M. Tupper Kendra E. Underhill Mario Viallalta Melissa M. Wainwright Samuel J. Walker Kendrick D. Waterman David L. Watson Aaron M. Westrack Cody J. White Irwin K. Williams Kristen R. Williams Jared T. Wood Timothy J. Wood David R. Woodman Alfred B. Wright Jr. Mutalib M. Yakubu Robert J. Zolinski Jr. Craig M. Zuromski

Pipeline Pumping Stations Oil, Gas & Chemical n

By Matt Smith

On December 2, 2013, Cianbro Corporation was awarded a contract for the construction of four natural gas liquids (NGLs) pumping stations as part of a pipeline project stretching across lower Pennsylvania, from Ohio to Philadelphia. Cianbro’s portion of the program included the four pumping stations that made up the center portion of the project. Originally, the projects were scheduled to be constructed simultaneously in a six month window. Cianbro geared up and was prepared for this major undertaking. However, after receiving the notice to proceed, the project team was notified that the client had encountered unforeseen challenges and could no longer proceed with the original plan. Cianbro responded with flexibility in revising the project schedules and worked collaboratively with the owner to amend the approach to the stations by developing a schedule that allowed the stations to be completed back-to-back with some overlap. By November of 2015, all four pumping stations were online. The completed project utilizes an existing 8-inch underground pipeline to transport propane and ethane from the Marcellus Shale area to a facility near Philadelphia for distribution to local, regional, and international markets. Each station consisted of clearing and grading the pad site, constructing access roads, creating erosion and sediment controls, and installing an underground drainage system. After the site work, the Cianbro team completed the excavation and placement of all foundations for the major equipment, including the 1500 horsepower pump, pump building, power distribution center (PDC) electrical building, transformers, station flare, as well as pipe and cable tray supports. The mechanical scope of work for each station included all aboveground

and below-ground large bore gas piping, small bore stainless steel drain piping, setting all major equipment, and installing station filters, pig launchers, and receivers. In addition to the station piping, each location required the installation of an above-ground bypass system to tie into the existing pipeline. This bypass was then connected to the station inlets, with the longest being approximately 500 feet away from the station. Cianbro developed the piping ISO drawings for 2-inch and smaller piping. These projects required more than 1,175 pipe welds, which Cianbro performed with a weld success rate of approximately 99 percent. The Federal Energy Regulatory Commission (FERC) mandates very stringent quality control measures on all aspects of constructing gas piping systems. Cianbro seamlessly integrated and managed this detailed process to ensure that 100 percent of each gas piping weld joint was X-rayed and passed prior to introducing natural gas liquids into the system. The piping systems also required Hydrostatic testing with documented procedures and test parameters to prove the system was in compliance prior to the flow of natural gas liquid. Material traceability records were required on all piping system components for every step in the sequence. This tracing and chain of custody originated from the initial material procurement to the point of every weld being recorded by each individual welder and individual weld. Overseeing and managing this process was Cianbro veteran Kevin Kokotovich. Kevin and team established the QA/QC standards from the onset of the project and ensured that each station was constructed in compliance. The electrical scope of work for each station included the installation of a prefabricated power distribution center (PDC), 15,000/5,000/480 volt station transformers, a cable tray system, instrumentation, underground and aboveground conduit systems, installation and

testing of all cables and terminations, site lighting, grounding, and lightning protection systems. Cianbro, as well as our client and the gas industry itself have very stringent safety requirements to help keep project sites safe, including requiring flame retardant clothing. Safety Specialist Jack Patterson worked extremely hard to ensure that each project team, including subcontractors, executed activities in the safest possible manner and in compliance with the safety standards established by our company, our client, and the gas industry. Although each station was similar in design, each entailed their own unique set of challenges. These challenges included thawing a frozen pad site the size of a football field with ground heaters, removing 2,500 tri-axle truckloads of fill to level one of the sites, working collaboratively with the owner and engineer to incorporate several design changes, and for one of the sites, the access road was shared with a limousine company and mandated that the road was always in pristine condition. The Cianbro team met each challenge head-on and overcame every obstacle with a can do spirit, which allowed the projects to be completed successfully within the amended schedule and without compromising Cianbro’s core standards for safety and quality. The following team members were responsible for the successful completion of these projects with zero recordable injuries, through their dedication and hard work: Tesfa Berhane, Chih Chen, Jack Patterson, Matt Smith, Rick Dilsner, Kevin Kokotovich, Scott Morris, Hsiao Hwang, Dave Sheehan, Charles Brower, Dave Smith, Chet Muckenhirn, Rich Foster, Ron Wheeler, Bernie DiAngelo, Russ O’Neal, Steve Michaud, Gary Simmons, Jake Gorman, Carl Cross, Sam Baker, Josh Holston, Dennis Martin, Christian Bryant, Scott Hunt, CJ Holden, Frances Riggs, Rigoberto Hernandez, Jeremy Rhine, Will Marconi, Jonathan McCargar, Hong Ki Park, Young Hong, Jason Hazelwood, Robert Smothers, and Nilesh Patel.

4 48,772 Project Safe Hours

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Bloomfield’s HLP Challenge n By

Brooke Libby

2015 was a year of challenges in the Bloomfield office – the good kind! In the past few months, team members have participated in a pair of six-week challenges targeting physical activity and lifestyle changes. The first one, Miles Matter, had challengers track how much activity they were doing. Their activity, per 30 minute increments, translated into “miles.” For example, running for 30 minutes equaled 20 miles. In teams of three, the goal was to be able to trek across the whole Appalachian Trail – more than two thousand miles. Over the six weeks, the seven teams of three worked diligently not only to complete the challenge, but to exceed it. Cumulatively, the challengers trekked 17,355 miles, with the first place team reaching 3,254 miles. This fun and friendly competitive challenge got the majority of the office involved, and was a new way to look at physical activity. But health isn’t just about physical activity. That’s what the second challenge was designed to address. Partnered with a local facility called Fit Body Boot Camp – a gym exclusively offering 30 minute High Intensity Interval Training (HIIT)

boot camp style classes – five Cianbro team members used their Weight loss Reimbursement to join the gym’s six-week Fall into Fitness Transformation Challenge. The challenge offered unlimited boot camp classes, as well as nutrition support. The gym featured modifiable exercises to fit any fitness level or injury, cushioned floors to protect joints against high impact movements, and demonstrations before each exercise to show the safe and proper way to do each move. What was most impressive was the supportive and welcoming environment perpetuated by everyone. While the challenge was designed as a weight loss strategy with prize incentives, it turned into a journey of selfexploration and realization. “I feel so much stronger, more confident and comfortable in my own skin just from these six weeks,” said Cianbro’s Oil, Gas & Chemical General Manager Bruce Brown. “I have accomplished things during this time that I never thought were possible. You leave there not only feeling good physically, but good mentally as well.” The support and motivation that the team members gave to one another while in the office also made the challenge more intense and rewarding. “It is a great motivator when coworkers are working towards the same goals as you are,” said one team member, “and you are able to share both the big and little victories with them.” “I feel a thousand times better about myself,” said another female team member. “This challenge has helped to get me on the road toward becoming healthier – healthier for my family, but most importantly, healthier for myself. As a mom, I feel like I need to put everyone else first, and myself last. This challenge helped me to realize that I need to put myself first in order to become a better wife, mom, daughter, and friend.”

Cianbro’s 2015 Intern Program n

By Nikki Yawn

Cianbro’s Intern Program proved to be another successful endeavor in 2015. The organization employed 28 interns who represented 14 different colleges and universities. Among the interns, 43 percent were female and 14 percent were minorities. The interns were placed within the company at sites ranging from Baileyville, Maine to Washington, D.C. – Mt. Storm, West Virginia to Buffalo, New York. The Cianbro Institute’s program kicks off with a week-long Construction Boot Camp where the interns engage in the construction culture, taking part in everything from running power tools to operating aerial lifts. This experience helps the newcomers to understand how Cianbro puts work in place. Because the interns come from all over the United 42

States, the company created two groups – one began in Pittsfield, Maine and the other got underway in Baltimore, Maryland. For the culmination of the program, each intern is required to put together a presentation that details his or her experience and suggests some areas where Cianbro could potentially improve the internship. This year, the company chose the top three interns from each group to offer their presentations for Cianbro’s Board of Directors. The Board was extremely impressed with the presentations and the quality of the interns. As this program continues to grow, Cianbro is seeing interns take on more critical roles on the projects they are assigned. The learners become valued parts of the team. Some projects decided to pair-up interns on their sites. Organizers found that this arrangement was

C I A N B R O F A L L / W I N T E R C H AT T E R

not only beneficial for the company’s projects, but it also enhanced the intern’s experience – allowing them to play off each other’s strengths and areas for development while seeing the project from a different perspective. Cianbro’s interns continue to provide quality feedback that helps ensure that the Institute’s Intern Program remains competitive and comprehensive in the quest to produce high-quality candidates for the role of Future Company Leaders.

Gut Bridge: Moving into High Gear Infrastructure Market n

By Flo Hoxha

After taking the summer off due to in-water work constraints and a large number of tourists in the area (the town population goes from 800 to 4000), the Gut Bridge team is back in action. In early September, the team came back to the project to finish what was started in 2014. The first order of business was to construct a temporary bridge so that the existing bridge could be demolished. The team worked long hours to get the temporary bridge open to vehicle traffic by October 25th and to start the demolition of the existing bridge. The installation of the fixed temporary bridge structure has closed off the Gut Channel to both commercial and recreational boat traffic. The U.S. Coast Guard has allowed the project team to close the channel for 213 calendar days. The project team now has until May 25th, 2016 to demolish the old bridge, to construct the new bridge and control house, to install the machinery package, demolish the temporary bridge, and reopen the channel to boat traffic. This second phase of the project is progressing exceptionally well. The

project team is closely monitoring the 213 day closure schedule to make sure the project finishes on or ahead of schedule. Currently, the project team is working 24 hours a day, five days a week. As the work progresses, a weekend shift will be brought in and the project will run seven days a week. The demolition of the existing bridge was executed flawlessly by Cianbro team members and subcontractors. It was an emotional time for the town’s people as they gathered at the bridge to watch the last opening of the span that they had grown up with and which had serviced the town for over 80 years. After the demolition was complete, the project team started in on the next phase of work which includes excavation of the existing north and south approaches and the installation of two cofferdams. The cofferdams are being erected to facilitate the installation of the rest pier for the bascule span and the installation of the north abutment. All of this work is taking place in an 80 foot by 100 foot area with live traffic just inches away on one side of the project and overhead power lines on the other side. The project work area is also constrained by existing residential buildings on all four corners of the bridge. Construction of the temporary bridge and installation of the new bridge

substructure has crews installing work within inches of these buildings. There are a lot of challenges left for the team before the project is complete, but with proper planning and teamwork, the team will overcome these challenges. Coming up in the New Year will be the installation and excavation of the bascule pit cofferdams, along with the installation of the bascule pits themselves. Once the substructure work has been completed, crews will move on to the installation of the bascule bridge superstructure steel. Simultaneously, Cianbro team members will be working on the Control House and all the electrical components and machinery used to operate the bridge. The success of this project is the direct result of the hard work of team members Jonathan Wheaton, Joe Friant, Danny Williams, Richard Brown, Jeremy Kyllonen, Dave Bond, Dale Smith, Lamar Boyer, Shawn Lambert, Dana Woods, Chad Alley, Andrew Hallett, Lance Keen, Alex Berry, Jacob Burke, Tom Davis, Shawn Doran, Brian Edwards, Robbie Ferguson, Dean Frederick, Eric Goodale, Michael Hanson, Nick Martin, Dylan McKenna, Shanna Merrill, Matthew Novicki, Brad Phillips, Keith Ryder, Larry Scott, Adam Simmons, Dwayne Tootill, Pete Vaillancourt, Mark Zagrobelny, Ron Kief, Archie Wheaton and Dave Saucier.

4 50,911 Project Safe Hours

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Chatter Editor – Alan Grover Chatter Team – Nick Arena, Julie Carmody, Kris Chipman, Dan Coffey, Michelle Godsoe, Haley Hunt Griffin, Charles Hall, Jessica Kandel, Scott Knowlen, Kyle Pellerin, Andrea Pelletier, Rachel Porter, Russ Rodrigue, Lesli Swieczkowski Contributing Writers – Bill Birney, Bruce Chesley, Josh Clark, Tom Clarke, Jared Cox, Mike Daigle, Dave Doherty, Jim Flear, Paul Franceschi, Nate Frazier, Robert Greene, Ben Hall, Flo Hoxha, Dave Leavitt, Brooke Libby, Jeremy Mace, Troy Martin, John Merrill, Stefanie Millett, Dan Pellerin, Cam Rand, Jon Sacks, Bob Seegmiller, Kim Sieber, Matt Smith, Jim Theriault, Nikki Yawn Design – Jean Cousins


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Sarah Mildred Long Bridge Replacement Project